Search
  Advanced Search
 

Browse Case Studies

Emerald Emerging Markets Case Studies


Show: All content | Just my subscriptions

Public Sector Management

Content
Content Id: Content Information:
0SAP Labs India: co-innovation in public procurement system
Author(s):Aparna Raman, Mahadeo P. Jaiswal
Subject area – Public Sector Management and Strategy. Study level/applicability – This case will be useful for courses in information technology (IT) innovation, public–private partnership (PPP) and strategic management. However, the use of the case will differ on the basis of the target audience who could be students of master’s Read more
Subject area – Public Sector Management and Strategy. Study level/applicability – This case will be useful for courses in information technology (IT) innovation, public–private partnership (PPP) and strategic management. However, the use of the case will differ on the basis of the target audience who could be students of master’s course or executive development course. Detailed discussion can be done on co-innovation strategy followed in a public–private partnership and to understand how a PPP can be successful in enterprise solutions. Further, the understanding on how e-procurement and e-tendering solutions work can be gained through this case. This case should be positioned when the discussion for the planning strategy of IT innovation takes place. Case overview – SAP was a market leader in enterprise application software and empowered people across the globe to work more efficiently. The e-procurement solution for OILGIAN was managed by SAP LABS India. OILGIAN entrusted SAP with the task to design and implement the e-tendering solution. SAP appointed Ramakrishna Potluri, Lead Consultant, SAP, to manage the design and implementation of the e-tendering module as a part of e-procurement solution for the public sector. The reporting and the security concerns were stated by OILGIAN, and Potluri reassured that his competent team would comply with the needs. The main predicaments that he was going through were that how best he could take the proposition forward. Should he create the innovative solutions in-house or co-create with the customers? Which business models should he follow for this public–private co-innovation to be a predecessor of successful projects? Expected learning outcomes – The case illustrates the following objectives: to discuss the co-innovation strategy followed in a public–private partnership; to understand how a public–private partnership can be successful in enterprise solutions; and to understand how e-procurement and e-tendering solutions work. 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 (565kb) ]  |  Reprints & permissions
1Stakeholder-oriented service excellence: the case of Ajman Free Zone Authority of United Arab Emirates
Author(s):Hajar Saeed Hamad Alhubaishi, Syed Zamberi Ahmad
Subject area – Business management, quality management, service quality and customer service in public sectors. Study level/applicability – This case is most relevant to upper-level undergraduate business students taking quality management, strategy and service management courses. It is also relevant to practitioners working in similar positions. The case is based Read more
Subject area – Business management, quality management, service quality and customer service in public sectors. Study level/applicability – This case is most relevant to upper-level undergraduate business students taking quality management, strategy and service management courses. It is also relevant to practitioners working in similar positions. The case is based on primary and secondary data, and all materials mentioned were taken from real work environments. Case overview – In contemporary competitive markets, all entities face a growing challenge to retain customers by satisfying them. In this case study of Ajman Free Zone Authority (AFZA), which is a public entity which was started in 1988 with the aim of boosting industrial development in Ajman, it is seen that the entity (AFZA) recognized a competitive advantage by improving service quality. However, AFZA focused on implementing various service quality improvement initiatives for not only customers, but also for other stakeholders as well (e.g. employees, strategic partners, suppliers and society). AFZA sought to understand stakeholders’ needs, which led to service excellence. The purpose of this case is to highlight how AFZA differentiated itself by using initiatives that focused on disparate stakeholders to achieve customer satisfaction. The concepts of service quality (SERVQUAL), total quality management (TQM) and continuous improvement offer insights into how to improve organizational performance. It highlights how AFZA used Stakeholder Theory to identify and then collaborate with stakeholders to attain best service quality outcomes. The case study is developed using both secondary and primary sources. Expected learning outcomes – After reading and analysing this case study, the student will be able to identify stakeholders in a service-based entity; apply Deming’s Cycle or SERVQUAL to suggest improvement programmes; describe relationships among all stakeholders; and describe initiatives that contribute to service excellence. 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 (273kb) ]  |  Reprints & permissions
2CSR 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
Please login  |  Abstract & purchase  [ HTML & PDF (118kb) ]  |  Reprints & permissions
3Farming 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
Please login  |  Abstract & purchase  [ HTML & PDF (57kb) ]  |  Reprints & permissions
4University 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
Please login  |  Abstract & purchase  [ HTML & PDF (661kb) ]

Archive

Page: 1 |
Archived content
Content Id: Content Information:
1Stakeholder-oriented service excellence: the case of Ajman Free Zone Authority of United Arab Emirates
Author(s):Hajar Saeed Hamad Alhubaishi, Syed Zamberi Ahmad
Subject area – Business management, quality management, service quality and customer service in public sectors. Study level/applicability – This case is most relevant to upper-level undergraduate business students taking quality management, strategy and service management courses. It is also relevant to practitioners working in similar positions. The case is based on primary and secondary data, and all materials mentioned were taken from real work environments. Case overview – In contemporary competitive markets, all entities face a growing challenge to retain customers by satisfying them. In this case study of Ajman Free Zone Authority (AFZA), which is a public entity which was started in 1988 with the aim of boosting industrial development in Ajman, it is seen that the entity (AFZA) recognized a competitive advantage by improving service quality. However, AFZA focused on implementing various service quality improvement initiatives for not only customers, but also for other stakeholders as well (e.g. employees, strategic partners, suppliers and society). AFZA sought to understand stakeholders’ needs, which led to service excellence. The purpose of this case is to highlight how AFZA differentiated itself by using initiatives that focused on disparate stakeholders to achieve customer satisfaction. The concepts of service quality (SERVQUAL), total quality management (TQM) and continuous improvement offer insights into how to improve organizational performance. It highlights how AFZA used Stakeholder Theory to identify and then collaborate with stakeholders to attain best service quality outcomes. The case study is developed using both secondary and primary sources. Expected learning outcomes – After reading and analysing this case study, the student will be able to identify stakeholders in a service-based entity; apply Deming’s Cycle or SERVQUAL to suggest improvement programmes; describe relationships among all stakeholders; and describe initiatives that contribute to service excellence. 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 (273kb) ]  |  Reprints & permissions
2CSR 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 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
Please login  |  Abstract & purchase  [ HTML & PDF (118kb) ]  |  Reprints & permissions
3Farming 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
4University 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 (661kb) ]
5Leading 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
6Renewal 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