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0CSR as an organizational routine:Bintulu Development Authority
Author(s):Teck Hui Loi
Title – CSR as an organizational routine: Bintulu Development Authority. Subject area – Business ethics, corporate social responsibility (CSR), corporate strategy and public administration. Study level/applicability – Undergraduate (final year) and Master level course (e.g. MBA, EMBA, Master in management and Master in public administration). Case overview – This case Read more
Title – CSR as an organizational routine: Bintulu Development Authority. Subject area – Business ethics, corporate social responsibility (CSR), corporate strategy and public administration. Study level/applicability – Undergraduate (final year) and Master level course (e.g. MBA, EMBA, Master in management and Master in public administration). Case overview – This case accounts the experience of a Malaysian Governmental Development Agency cum City Council, Bintulu Development Authority (BDA), in organizing and strategizing its CSR initiatives so as to discharge its self-interests and societal expectations. BDA was established following the discovery of huge reserves of natural gas and oil offshore in Bintulu, an industrial town in the state of Sarawak, Malaysia. It serves as the governmental instrument to undertake and coordinate development initiatives in Bintulu. There have been several driving forces prompted BDA to be more vigilant in discharging its social obligations along with its statutory obligations as a development agency and municipal services provider. They are, namely, the BDA Ordinance 1978 that governs its legitimate existence, the emergence of social media era that alters the access of people to information, the growing ecological and social concerns, and the unpredictable geopolitical environment that makes the logic of long-term strategic planning questionable. To ensure discharging its statutory and social obligations, BDA articulated vision and mission statements with strong social orientation. Two master development plans, embedded with social and environmental considerations, have guided BDA in translating its strategic mission into real structured development and action plans from 1978 to present. Through institutionalization of CSR elements as part of the organization's core business routines, annual budget allocation, performance control and reward mechanisms, CSR becomes an organizational routine of value to BDA. Expected learning outcomes – This case has three learning objectives: it assists students to understand the contextual background of the case so as to establish the strategic position of CSR initiatives within the organization; it assists students to assess the embeddedness of CSR in an organization's core business routines and its potential sources of value creation; and it encourages students to examine the possible critical factors that enable or impede the initiation and implementation of regular CSR programs in an organization. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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1Farming the “white gold” in a world heritage city
Author(s):A.K. Siti-Nabiha, Dayana Jalaludin, Hasan Ahmed
Title – Farming the “white gold” in a world heritage city. Subject area – Public management, sustainability. Study level/applicability – The case is suitable for undergraduate and masters' courses. Case overview – The case is about the dilemma between the lucrative economic profit from swiftlet farming and the invaluable heritage Read more
Title – Farming the “white gold” in a world heritage city. Subject area – Public management, sustainability. Study level/applicability – The case is suitable for undergraduate and masters' courses. Case overview – The case is about the dilemma between the lucrative economic profit from swiftlet farming and the invaluable heritage and social wellbeing of the residents in a world heritage city. In 2011, the United Nations Educational, Scientific and Cultural Organization (UNESCO) issued a letter to the Malaysian government expressing concern over the issue of the swiftlet industry in Georgetown, Penang. Swiftlet farming is a lucrative agriculture sector in Malaysia and is considered one of the key projects under the Malaysian Economic Transformation Program. Yet, this industry posed a threat to the well being of George Town due to its impact towards the city's heritage status. The operation of swiftlet farms in shop houses in George Town not only forces residents to coexist with thousands of swiftlets in the populated city, but also deteriorates the condition of its heritage buildings. A quick solution by the government authorities is needed in order to respond to UNESCO's enquiries. A fair consideration looking at the aspects of economy, environment and society is vital in ensuring the future of the city. Expected learning outcomes – These include: understanding the complex issues of trade-offs between economic profit vis-à-vis the environmental social heritage; understanding and appreciating the conflicting governmental objectives and the way to address the conflicting demands of the stakeholders (NGOs, industry and business association and the general public); identifying and determining ways to align environmental interests with economic interests in order to formulate sustainable solutions; and formulating an action plan and providing practical recommendations to solve the problem. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
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2University of Wollongong in Dubai: creating a private university in the public interest
Author(s):Rob Whelan, Daniel Kratochvil
Title – University of Wollongong in Dubai: creating a private university in the public interest. Subject area – Higher education leadership and planning. Study level/applicability – Postgraduate/higher education. Case overview – Professor Rob Whelan was appointed President of the University of Wollongong in Dubai (UOWD) from the University of Wollongong Read more
Title – University of Wollongong in Dubai: creating a private university in the public interest. Subject area – Higher education leadership and planning. Study level/applicability – Postgraduate/higher education. Case overview – Professor Rob Whelan was appointed President of the University of Wollongong in Dubai (UOWD) from the University of Wollongong in Australia (UOW). Professor Whelan brought to the job in Dubai the perspective that public-good benefits flow from a comprehensive institution engaged with the larger community and these are led by academic staff members who produce research that serves the national interest. To apply this model to UOWD meant a thorough analysis of the organization in terms of both its culture and its broader environment. This case explores the various processes through which a new leader takes stock of an existing institution, identifies the potential for development in a particular direction, draws upon a range of stakeholders to refine the vision and develop it into a strategic plan, gains support for the plan, and then implements change through close collaboration with the institution's constituents. Expected learning outcomes – This case can be used to explore a number of issues in leadership and management including: identifying the various internal and external stakeholders in a complex organization; analysing strategies for mobilization for change, including the assessment of inclusive versus exclusive approaches; reviewing the opportunity costs of change; and assessing types of leadership. Supplementary materials – Teaching notes. Close
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3Leading change: story of Mumbai Rail Vikas Corporation
Author(s):Mani Madala, Sumi Jha, Som Sekhar Bhattacharyya
Title – Leading change: story of Mumbai Rail Vikas Corporation. Subject area – Organizational behavior, leadership, strategic management. Study level/applicability – This case can be used at Master's level management students as well as for executive education programmes. The case can be used to teach courses like organizational behavior, leadership Read more
Title – Leading change: story of Mumbai Rail Vikas Corporation. Subject area – Organizational behavior, leadership, strategic management. Study level/applicability – This case can be used at Master's level management students as well as for executive education programmes. The case can be used to teach courses like organizational behavior, leadership and strategic management. Case overview – Mumbai Rail Vikas Corporation (MRVC) had been established with a purpose of catering the rail transportation requirement of Mumbai, the economic capital of India. After its establishment in the year 1999, commuters were hopeful but very less development and improvement was reported for six years. Mr P.C. Sehgal took over as Managing Director of MRVC in the year 2005. The primary task of Mr P.C. Sehgal was to implement the rail development plan proposed by Mumbai Urban Transport Project within the deadlines. Implementation of the given plan had various challenges and required high degree of coordination with different stakeholders (like Government of Maharashtra, Central Railway, Western Railway, etc.). It also required taking important decisions to move work fast and dealing with media and public pressure. Expected learning outcomes – The case would instigate students to delve on the aspects of leadership and how the leader brings about change. The students would also get to know the challenges a leader face when he takes charge of an underperforming but critically important organization. Further the students are also exposed to the context of organizational management where the organization is trapped in a web of relations with conflicting stakeholders. Supplementary materials – Teaching note. Close
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4Renewal of Fijian post and telecommunications: challenging the organizational change option
Author(s):Umesh Sharma
Subject area – Organizational change. Study level/applicability – Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change. Case overview – This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate Read more
Subject area – Organizational change. Study level/applicability – Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change. Case overview – This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL. Expected learning outcomes – FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country. Supplementary materials – Teaching note. Close
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1Farming the “white gold” in a world heritage city
Author(s):A.K. Siti-Nabiha, Dayana Jalaludin, Hasan Ahmed
Title – Farming the “white gold” in a world heritage city. Subject area – Public management, sustainability. Study level/applicability – The case is suitable for undergraduate and masters' courses. Case overview – The case is about the dilemma between the lucrative economic profit from swiftlet farming and the invaluable heritage and social wellbeing of the residents in a world heritage city. In 2011, the United Nations Educational, Scientific and Cultural Organization (UNESCO) issued a letter to the Malaysian government expressing concern over the issue of the swiftlet industry in Georgetown, Penang. Swiftlet farming is a lucrative agriculture sector in Malaysia and is considered one of the key projects under the Malaysian Economic Transformation Program. Yet, this industry posed a threat to the well being of George Town due to its impact towards the city's heritage status. The operation of swiftlet farms in shop houses in George Town not only forces residents to coexist with thousands of swiftlets in the populated city, but also deteriorates the condition of its heritage buildings. A quick solution by the government authorities is needed in order to respond to UNESCO's enquiries. A fair consideration looking at the aspects of economy, environment and society is vital in ensuring the future of the city. Expected learning outcomes – These include: understanding the complex issues of trade-offs between economic profit vis-à-vis the environmental social heritage; understanding and appreciating the conflicting governmental objectives and the way to address the conflicting demands of the stakeholders (NGOs, industry and business association and the general public); identifying and determining ways to align environmental interests with economic interests in order to formulate sustainable solutions; and formulating an action plan and providing practical recommendations to solve the problem. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (57kb) ]  |  Reprints & permissions
2University of Wollongong in Dubai: creating a private university in the public interest
Author(s):Rob Whelan, Daniel Kratochvil
Title – University of Wollongong in Dubai: creating a private university in the public interest. Subject area – Higher education leadership and planning. Study level/applicability – Postgraduate/higher education. Case overview – Professor Rob Whelan was appointed President of the University of Wollongong in Dubai (UOWD) from the University of Wollongong in Australia (UOW). Professor Whelan brought to the job in Dubai the perspective that public-good benefits flow from a comprehensive institution engaged with the larger community and these are led by academic staff members who produce research that serves the national interest. To apply this model to UOWD meant a thorough analysis of the organization in terms of both its culture and its broader environment. This case explores the various processes through which a new leader takes stock of an existing institution, identifies the potential for development in a particular direction, draws upon a range of stakeholders to refine the vision and develop it into a strategic plan, gains support for the plan, and then implements change through close collaboration with the institution's constituents. Expected learning outcomes – This case can be used to explore a number of issues in leadership and management including: identifying the various internal and external stakeholders in a complex organization; analysing strategies for mobilization for change, including the assessment of inclusive versus exclusive approaches; reviewing the opportunity costs of change; and assessing types of leadership. Supplementary materials – Teaching notes. Close
Please login  |  Abstract & purchase  [ HTML & PDF (652kb) ]
3Leading change: story of Mumbai Rail Vikas Corporation
Author(s):Mani Madala, Sumi Jha, Som Sekhar Bhattacharyya
Title – Leading change: story of Mumbai Rail Vikas Corporation. Subject area – Organizational behavior, leadership, strategic management. Study level/applicability – This case can be used at Master's level management students as well as for executive education programmes. The case can be used to teach courses like organizational behavior, leadership and strategic management. Case overview – Mumbai Rail Vikas Corporation (MRVC) had been established with a purpose of catering the rail transportation requirement of Mumbai, the economic capital of India. After its establishment in the year 1999, commuters were hopeful but very less development and improvement was reported for six years. Mr P.C. Sehgal took over as Managing Director of MRVC in the year 2005. The primary task of Mr P.C. Sehgal was to implement the rail development plan proposed by Mumbai Urban Transport Project within the deadlines. Implementation of the given plan had various challenges and required high degree of coordination with different stakeholders (like Government of Maharashtra, Central Railway, Western Railway, etc.). It also required taking important decisions to move work fast and dealing with media and public pressure. Expected learning outcomes – The case would instigate students to delve on the aspects of leadership and how the leader brings about change. The students would also get to know the challenges a leader face when he takes charge of an underperforming but critically important organization. Further the students are also exposed to the context of organizational management where the organization is trapped in a web of relations with conflicting stakeholders. Supplementary materials – Teaching note. Close
Please login  |  Abstract & purchase  [ HTML & PDF (138kb) ]  |  Reprints & permissions
4Renewal of Fijian post and telecommunications: challenging the organizational change option
Author(s):Umesh Sharma
Subject area – Organizational change. Study level/applicability – Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change. Case overview – This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL. Expected learning outcomes – FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country. Supplementary materials – Teaching note. Close
Please login  |  Abstract & purchase  [ HTML & PDF (56kb) ]  |  Reprints & permissions