Emerald | Emerald Emerging Markets Case Studies | Recently published items http://www.emeraldinsight.com/browse.htm?content=case_studies&issn=2045-0621 Most recently published items from the Emerald Emerald Emerging Markets Case Studies en-gb 2014 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Emerald Emerging Markets Case Studies | Recently published items http://www.emeraldinsight.com/common_assets/img/covers_journal/eemcs.jpg http://www.emeraldinsight.com/browse.htm?content=case_studies&issn=2045-0621 120 157 Resort-based or resource-based tourism? A case study of Jamaica http://www.emeraldinsight.com/case_studies.htm/?articleid=17106201&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0097 <B>Title</B> – Resort-based or resource-based tourism? A case study of Jamaica. <B>Subject area</B> – This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality and tourism management; special event planning and management; and attraction management. <B>Study level/applicability</B> – This case study is useful to both undergraduate and graduate students specializing in hospitality and tourism management. <B>Case overview</B> – This case study explored the nature of two forms of tourism development; resort-based and resource-based, and aimed to determine which is the more viable and sustainable option for the future of tourism in Jamaica, an island destination in the Caribbean which depends highly on the tourism industry. The literature established that both forms of tourism are challenged by several and varying factors and so their synergistic integration appears to be the most functional option for sustainable tourism development in Jamaica along with the involvement of the relevant stakeholders. <B>Expected learning outcomes</B> – The students should be able to: Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different. ?Explain the usefulness and drawbacks of both types of tourism model. ?Discuss the nature of culture and heritage tourism and eco-tourism. ?Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments. ?Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism. ?Assess the role of the private sector in encouraging and facilitating resource-based tourism. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. <B>Social implications</B> – This case study conceptually and empirically analyzed the tourism model in Jamaica to ascertain whether or not the future of Jamaica's tourism should remain dependent on resort-based tourism or should it opt for resource-based tourism as a more viable and sustainable option. The discussion however, indicates that resort-based tourism can synergize with resource-based tourism to achieve sustainable development along with the involvement of all the relevant stakeholders including the government, hotel operators and the residents. The case synopsis likewise presented a concise summary of the literature reviewed regarding the concepts of resort-based tourism and resource-based tourism; and the case of Jamaica's tourism.The learning outcomes are intended to guide the teaching- learning process and stimulate students' understanding of the concepts of resort-based tourism and resource-based tourism and their specific implications in terms of tourism development in Jamaica. This knowledge can also be generalized to other destinations with similar historical background and tourism resources. The applied questions will guide the discussions and provide additional resources for assessment purposes. They will also help the students to critically assess the dynamics of tourism development.The case synopsis is consistent with the learning outcomes, corresponding applied questions and course recommendations. A total of two to three-hours teaching session can be used to discuss the constructs, analyze the case in point and answer the applied questions. Case study literatinetwork@emeraldinsight.com (Gaunette Marie Sinclair-Maragh) Thu, 27 Feb 2014 00:00:00 +0000 Laura at Panevežys Juozas Balcikonis Gymnasium http://www.emeraldinsight.com/case_studies.htm/?articleid=17105973&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-05-2013-0060 <B>Title</B> – Laura at Panevežys Juozas Balcikonis Gymnasium. <B>Subject area</B> – Human resource management, organizational psychology, organizational behaviour, school management and leadership and general management <B>Study level/applicability</B> – The case is appropriate for undergraduate, post-graduate and executive-level courses related to human resource management, organizational psychology, organizational behaviour, school management and leadership and general management, or in the courses, where it is needed to illustrate how one of HR activities – successful adaptation of new employee is performed. <B>Case overview</B> – Young teacher, Laura V., getting a position as English language teacher in the same gymnasium she has graduated herself – J. Balcikonis gymnasium at Panevežys city. It was her dream to become a teacher, and new job at prestigious school, famous for its long standing tradition and strong culture was promising a lot. Case refers to first half year of Laura's experience. She was happy with handling the subject she taught, but faced challenges to come to good terms with old generation teachers and active students. Case describes the ways she overcame this with the help of a mentor and the leadership style of school's director. <B>Expected learning outcomes</B> – To understand the importance of socialization (orientation) in establishing person-job and person-organization fit; to examine socialization (orientation) as an outcome and as a process, formal and non-formal types of it; to understand the difference in behaviour change tactics: behaviour modification and socialization; and to understand the forms of teacher education – pre-service and in-service training. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Raimonda Alonderiene, Margarita Pilkiene) Tue, 25 Feb 2014 00:00:00 +0000 Rising from the ashes: Satyam's story http://www.emeraldinsight.com/case_studies.htm/?articleid=17105707&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-02-2014-0062 <B>Title</B> – Rising from the ashes: Satyam's story. <B>Subject area</B> – Leadership, human resource management, crisis management, change management and communication. <B>Study level/applicability</B> – Executive education; postgraduate; undergraduate. <B>Case overview</B> – This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam went into a crisis mode after revelation of financial fraud by its Chairman. This resulted in a crisis not just for the company, its clients and employees – but it also had the potential to shake up the entire Indian IT industry the world over, by shattering investor and client confidence in the Indian IT sector. The case provides the students with an inside view of the unfolding of events at Satyam and the people challenges that emerge in a crisis scenario. The case outlines reactions from the industry, government, clients and employees as they tried to make sense of a very chaotic situation, and its multi-level ramifications both within India and outside. The case ends with Thallapalli Hari, the Global Head of Marketing and Communication and ex-head of HR, trying to visualise and prioritise a course of action to propose to other members of the leadership team. <B>Expected learning outcomes</B> – The key aim of this case is to provide a backdrop to the crisis, and also help students put themselves in the role of an HR crisis manager as well as portray the decision making and communication challenges that emerge in chaotic situations. The importance of an immediate and yet strategic response is emphasised and the case is a great starting point to have a discussion on the competencies and skills required in HR to lead under unusual circumstances. This case allows participants to get an in-depth understanding of the collapse of Satyam. The case also illustrates principles of leadership, change management and communication, in particular:? <IT>Leadership:</IT> The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading.? <IT>Change management:</IT> The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake.? <IT>Communication:</IT> The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Tanvi Gautam) Wed, 19 Feb 2014 12:00:00 +0000 Zayed Al Hussaini Group: the road ahead for the family business in the UAE http://www.emeraldinsight.com/case_studies.htm/?articleid=17105657&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0098 <B>Title</B> – Zayed Al Hussaini Group: the road ahead for the family business in the UAE. <B>Subject area</B> – Corporate strategy and family business management. <B>Study level/applicability</B> – The case is designed for usage in senior-level undergraduate courses of strategic management and managing family businesses. <B>Case overview</B> – This case study relates the story of the launch and development of Zayed Al Hussaini Group, a family business in the United Arab Emirates (UAE). The business had been established a year after the unionization of the different Emirates by the founder, Zayed Al Hussaini, in partnership with his brother. Following a series of strategic moves, such as acquisitions and divestures, and adverse family-related events, the Group was led solely by the founder himself. Over the years, Zayed Al Hussaini Group has grown to become a successful family business in various industries of its operation, but following the death of the founder's son, the company activities have been struck with chaos. Zayed's nephew, Ahmed, who had left the family business to continue his studies and work at McKinsey &amp; Company in London, has been called back home after eight years to take the lead of the entire Group. However, he is faced with several challenges, such as dealing with the family gap he has developed over time and balancing family and business priorities. Will Ahmed be able to make the right decisions in the role and responsibilities that have been bestowed upon him? <B>Expected learning outcomes</B> – 1. To analyse the process of launching a family business and making strategic decisions for managing its development over time. 2. To assess the potential difficulties and challenges which are associated with managing a family-run organization. 3. To evaluate the effectiveness of decisions with regards to the company's growth and succession management planning. 4. To apply relevant theoretical concepts to the analysis of complex situations in the specific context of family businesses. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Anam Shahid, Virginia Bodolica, Martin Spraggon) Tue, 18 Feb 2014 12:00:00 +0000 The damned dam http://www.emeraldinsight.com/case_studies.htm/?articleid=17105658&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-07-2013-0155 <B>Title</B> – The damned dam. <B>Subject area</B> – Power and politics. <B>Study level/applicability</B> – This case is suitable for all levels of students, undergraduate MBA to Executive MBA classes and practitioners. Assignment questions are designed from the perspective of teaching this case to a business student audience. <B>Case overview</B> – A raging dispute between Kerala and Tamil Nadu over the 116-year-old Mullaperiyar Dam was in the national spotlight after mild tremors shook nearby areas. The Mullaperiyar Dam was located in Idukki district of Kerala in India. The dam was filled to its maximum permissible level of 136?ft. Tamil Nadu wanted the storage capacity to be increased by raising the dam height from 136?ft (41.5?m) to 142?ft (43?m) as per a 2006 Supreme Court directive to meet the growing irrigation needs of the state. The dam was vital for people living in the drought-prone districts of Theni, Dindigul, Madurai, Sivagangai and Ramanathapuram of Tamil Nadu. It irrigated about 220,000 acres and supplied drinking water to Madurai city and several towns. Kerala on the other hand wants a new dam as it feared that a strong earthquake might damage the existing dam. Chief Minister of Kerala, Oommen Chandy said: “I strongly believe that only a new dam can provide safety to the people of Kerala. We are only concerned about the safety of the people. But, unfortunately, there is a feeling in Tamil Nadu that the situation of panic here is a created one. That is not at all correct”. However, Tamil Nadu Government said the dam was safe as it had undergone periodic repairs during 1980-1994 with Kerala Government's approval. With the Kerala Government screaming loud over the danger that could be caused by the alleged obsolete 116?year old Mullaperiyar Dam on safety grounds of people who live downstream, why is Tamil Nadu defiant on any debate that cites the decommission of the controversial dam? Is the Tamil Nadu Government overlooking the issue for its personal benefits by putting the lives of 3?million people at stake? <B>Expected learning outcomes</B> – The case would fit in a course for power and politics. It would also be appropriate for a modular course on regional development planning. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Surajit Ghosh Dastidar, Sindhuja Menon, Arundhati Dutta) Tue, 18 Feb 2014 12:00:00 +0000 Kick Andy, The Oprah Winfrey TV Show of Indonesia http://www.emeraldinsight.com/case_studies.htm/?articleid=17105659&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-08-2013-0162 <B>Title</B> – Kick Andy, The Oprah Winfrey TV Show of Indonesia. <B>Subject area</B> – Social Marketing, Entertainment Education Program. <B>Study level/applicability</B> – Postgraduate program. Master in Strategic Marketing and Master in Business Administration. <B>Case overview</B> – In the midst of the many TV shows that do not provide enlightenment, Kick Andy TV Show appeared to provide answers to the public unrest. In the spirit of “Watch with Heart” Kick Andy serves Entertainment-Education and Social rarely glimpsed by the television station. Success of Kick Andy TV Show made this brand doing brand extension such as Kick Andy Foundation, <IT>Kick Andy Magazine</IT>, Kick Andy Enterprise and others. Challenge for this program is to maintain the right balance between social, entertainment and education. <B>Expected learning outcomes</B> – This Case Study illustrates that Kick Andy TV Show filled the value gap that viewers experienced from existing TV show. This show is similar to the offer of Oprah Winfrey Show in the USA. Student is expected to understand social marketing primarily related to entertainment-education TV show. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Amalia E. Maulana, Lexi Z. Hikmah) Tue, 18 Feb 2014 12:00:00 +0000 International market expansion and diversification opportunities for KBB Resources Berhad Malaysia http://www.emeraldinsight.com/case_studies.htm/?articleid=17105652&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-02-2013-0016 <B>Title</B> – International market expansion and diversification opportunities for KBB Resources Berhad Malaysia. <B>Subject area</B> – International business. <B>Study level/applicability</B> – Bachelor level. <B>Case overview</B> – This case study simulates a real life management decision. It explores the planning, organizing and controlling challenges associated with developing an internationalization strategy. Top managers planning to expand “internationally” contemplate about potential international markets should understand the risks and opportunities they present and how best to deal with them. Often organizational design is neglected prior to embarking on internationalization strategy. The case provides contrasting perspectives and entry options, to highlight the importance of an in-depth evaluation of alternatives. <B>Expected learning outcomes</B> – Analyze and evaluate the strengths and weaknesses of business prior to exploiting international opportunities. Discuss key success factors, each of which has a different degree of importance in formulating a domestic and multinational business strategy. Understand economic, social, cultural, and political risks, and how a company can use of market research to identify and manage such risks. Formulate an internationalization strategy based on the evaluation of the costs and control provided by different international entry options. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Rashid Ameer, Marveys Willfred Ayomi) Tue, 18 Feb 2014 00:00:00 +0000 Raizcorp: planting the seeds for entrepreneurial growth and prosperity http://www.emeraldinsight.com/case_studies.htm/?articleid=17105653&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-05-2013-0063 <B>Title</B> – Raizcorp: planting the seeds for entrepreneurial growth and prosperity. <B>Subject area</B> – Entrepreneurship. <B>Study level/applicability</B> – MBA and masters in management. <B>Case overview</B> – Raizcorp Chief Executive Allon Raiz was faced each day with many applications to join his business incubation prosperator programme. He knew what to look for in an entrepreneur, but it was not always “cut and dried”. In September 2012, he and his panel were considering an applicant who had passed all the tests with flying colours, and they were unanimous in their belief that he had what it took to be successful. His business, however, left them in doubt. It was a struggling IT support company, which they felt had no differentiating factors in an already overtraded industry. Raizcorp believed in “backing the jockey but not the horse”, which often meant having to change the entrepreneur's mindset and helping them explore new ideas. Would they be successful in this case? And was it worth the investment of time and resources? It worried Raiz, because he knew if the individual was to embark on a new venture, it would take some time before Raizcorp would see any return on its investment. <B>Expected learning outcomes</B> – The case has the following objectives: to demonstrate understanding of the key concepts of entrepreneurship, to discuss entrepreneurship as a process, to analyse human and social capital attributes relating to successful entrepreneurship, to identify entrepreneurial motivations/cognitions/behaviours, to appreciate the key factors of successful entrepreneurship practices, to assess the relevance of the practice of entrepreneurship to individuals and society, to illustrate key ideas of entrepreneurship with reference to empirical case studies on entrepreneurship, and to analyse rigorously the RAMP model in the case study. <B>Supplementary materials</B> – Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Boris Urban, Alison Gaylard) Thu, 01 Jan 1970 01:00:00 +0100 Royal Transportation Management System – journey to success http://www.emeraldinsight.com/case_studies.htm/?articleid=17105654&show=abstract http://www.emeraldinsight.com/10.1108/EEMCS-06-2013-0110 <B>Title</B> – Royal Transportation Management System – journey to success. <B>Subject Area</B> – Total quality management, logistic, entrepreneurship, management and small business management. <B>Study level/applicability</B> – The case is relevant for undergraduates specializing in business. The case incorporates courses such as entrepreneurship and small business management. <B>Case overview</B> – This case study outlines the factors behind the success of the Royal Transportation Management Systems Company. This company was established in 2007 and has become one of the most successful valet parking companies in Abu Dhabi. The case study will also highlight the company's core concept which is quality as baseline towards success of the business and how this has influenced the success of the company. <B>Expected learning outcomes</B> – The case can be used to understand management concepts in entrepreneurship, small business management, and total quality management concepts in the provision of high-quality services, and help students to understand marketing strategies for developing a successful small business. <B>Supplementary materials</B> – Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Case study literatinetwork@emeraldinsight.com (Fatima Mohsen Al Faqeeh, Syed Zamberi Ahmad) Tue, 18 Feb 2014 00:00:00 +0000