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Full Description
Case studies have long been an integral part of business and management education. As artificial intelligence transforms teaching and learning, they are assuming even greater importance. Cases provide the opportunity to learn from real-life scenarios, equipping students with the analytical skills required to critically examine data, apply theory, and interpret complex situations in what is an increasingly noisy and uncertain world.
Navigating the 21st Century Business World: Case Studies in Management is a fully open access collection of management cases, featuring examples from the health sector, media, oil and gas industries, fast fashion, financial services, and the public sector.
Written by LSE academics and tested in the classroom, the case studies in this book challenge students to evaluate classic issues of management, such as corporate governance and leadership, and to address contemporary dilemmas, from considering a company's responsibilities in the face of man-made climate change to how to create inclusive workforces.
Each case details the core dilemmas raised and includes questions for students to consider when preparing the case. Academics and industry trainers can use the collection to make their lessons more hands-on and to enhance their curriculum. The case studies provide practical examples of management decision-making to spark thought-provoking discussions for university students, experienced executives looking to improve their leadership skills, and entrepreneurs seeking a competitive edge.
Contents
List of figures and tables
Editors and contributors
PART 1: INTRODUCTION
1. Business cases: what are they, why do we use them and
how should you go about doing a case analysis?
Dorottya Sallai and Alexander Pepper
In this introductory capture we consider the history of case teaching
in US business schools, the difference between the 'Harvard' and
'Chicago' approaches to management education, why at London
School of Economics and Political Science (LSE) we find merit in both
approaches, how the application of theory helps to elucidate cases,
and how cases provide a laboratory for exploring management deci-
sion-making. We go on to explain the Introduction-Facts-Theory-
Analysis-Conclusion approach to writing a case analysis.
PART 2: STRATEGY AND GENERAL MANAGEMENT
2. Corporate strategy in the UK vehicle components
industry: a comparison of Lucas Industries and GKN
Sir Geoffrey Owen
The story of how Lucas Industries and GKN responded to the chang-
ing economic environment during the years of industrial decline
in the UK is one of the classic cases of business strategy. Lucas
Industries and GKN, manufacturers of automotive and aerospace
industry components, were in their heyday two of the UK's largest
listed industrial companies. Yet, while GKN managed successfully to
negotiate the rapidly changing economic and industrial scene of the
1980s-1990s, Lucas Industries struggled to adapt and was eventually
forced to merge with the North American Varity Corporation in what
many commentators regarded as an effective takeover.
3. The collapse of Carillion plc
Lauren Oddoye and Alexander Pepper
This case examines the collapse of Carillion plc, an outsourcing
company. It describes how outsourcing became a common business
model in the 1990s, how being the lowest-cost provider is not by
itself a sustainable long-term business strategy and how optimistic
assumptions about the profitability of long-term contracts can lead
to financial failure.
4. On what matters: Unilever plc - purpose or performance?
Alexander Pepper
Shareholder primacy, socially responsible business, corporate purpose
and sustainability are examined in this case about Unilever's evolving
business strategy over the period from 2017, following an attempted
takeover by Kraft Heinz Company, to 2024 with the appointment of a
new chief executive officer from outside the group.
PART 3: GOVERNANCE, ACCOUNTING AND CONTROL
5. Asset allocation and governance at the Imperial Tobacco
pension fund in the mid-20th century
Yally Avrahampour
This case is concerned with exploring the relationship between the
practice of management as an internal set of rules and management
as interacting and advocating standards that relate to external rules
relating to governance. It highlights the reasons that managers
engage with professional standards as part of their management
practice. More generally, the case is an opportunity to consider
cultural changes in the approach to governance.
6. The fall of the Maxwell empire
Alexander Pepper
This is a 'raw case' which draws on a number of independent
reports on Robert Maxwell's business practices and flotation of
Mirror Group Newspapers, videos and other secondary material
to examine the rise and fall of the Maxwell empire. It can be used
to teach how corporate governance in the UK has developed since
1990, the role of auditors and directors, the significance of pension
funds in the capital markets, developments in pensions law, and
the strengths and risks of a 'productive narcissist' CEO.
7. Activist investors: Alliance Trust and Elliott International
Alexander Pepper
This case tells the story of the decline of Alliance Trust, an investment
company established in 1888 in Dundee, Scotland, as a result of the
actions of an active investor, Elliott Management. Topics include the
business model of investment funds, the role of active investors,
corporate governance, business ethics and leadership.
8. The failure of the Royal Bank of Scotland
Alexander Pepper
Using newspaper articles and other secondary material, this case
tells the story of how an apparently successful acquisition, coinciding
with the 2008-2009 global financial crisis, brought about the near
bankruptcy of the Royal Bank of Scotland. It considers how subprime
mortgages were securitised and sold throughout the global financial
industry, creating systemic risk and leading to large losses when the
American housing market went into recession, and how an ill-con-
ceived major acquisition came about because of 'over-reaching', with
catastrophic consequences. It can be used in teaching about the
global financial crisis, business strategy (mergers and acquisitions),
leadership, governance and business ethics.
PART 4: ECONOMICS, POLITICS AND THE BUSINESS
ENVIRONMENT
9. China National Petroleum Corporation in Sudan
Roger Fon
This case focuses on the different types of competitive advantage
Chinese multinational enterprises investing in developing economies
can have, with a particular focus on a state-owned multinational and
the role played by the Chinese government in the company's interna-
tionalisation process. It examines the characteristics of the institu-
tional environment in developing economies that pose challenges for
foreign firms, how emerging market multinationals in general, and
Chinese multinationals in particular, navigate extreme institutional
conditions in developing economies and how the characteristics of
the home-country institutional environment in China effects the
location strategies of Chinese state-owned firms.
10. TRQ and Rio Tinto: the Oyu Tolgoi copper mine and the
obsolescing bargain in Mongolia
Christine Côté, Saul Estrin, Daniel Shapiro
and Ellie Cumpsty
The Gobi Desert's Oyu Tolgoi mine is one of the world's largest copper
and gold deposits, which has the potential to contribute one-third
of Mongolia's GDP. The Canadian company Turquoise Hill Resources
and the Mongolian government have faced challenges since the
2009 Oyu Tolgoi Investment Agreement. Shareholders were initially
optimistic because of rising copper demand, but mine development
has been plagued by cost overruns, unclear agreement impacts and
government-investor disputes. Senior management are focused on
navigating these challenges, which may involve renegotiations or
selling the mine. The main issue the case study examines is how to
reach a long-term agreement that prevents disputes and ensures
project success.
11. Activist investors versus Big Oil: how should ExxonMobil
and British Petroleum respond?
Rebecca Campbell, Alfred Jasansky and Janna Wirth
This case study contrasts two activist campaigns targeting Big Oil.
In one, Arjuna Capital targeted Exxon (pushing it to adopt more
ambitious climate targets). In the other, Bluebell Capital targeted
British Petroleum (BP) (demanding it watered down its climate goals
and exploit current high oil prices). The case addresses an enduring
debate - what is the purpose of the firm? Is it to generate profits for
shareholders within the confines of the law (i.e., Milton Friedman's
famous proposition)? Or do firms have obligations to wider society?
12. Environmental impact: why fast fashion is bad for the
environment
Dorottya Sallai
Using sources from the internet and publicly available research, this
case challenges students to think about the impact of fast fashion
on the environment. Students are required to develop a campaign
targeting different audiences about fast fashion's environmental
impact. Acting as if they were consultants, students have to carry
out independent research and produce a presentation about their
approach for a client, which is a well-known charity specialising in
environmental protection.
PART 5: HUMAN RESOURCE MANAGEMENT AND
ORGANISATIONAL BEHAVIOUR
13. The UK's National Health Service: teams, conflict and
performance
Emma Soane
This is an imagined case which considers a multidisciplinary hospital
team in the UK's National Health Service (NHS). The team is tasked
with discussing how to improve patient safety, a critical area for
improvement in the NHS. The purpose of the case is to illustrate dif-
ferent types of team conflict, sources of conflict and the detrimental
effect of conflict on team performance. It also considers team diver-
sity, its causes and consequences. The challenges facing the team are
addressed by adopting a leadership style that values diversity and
adapts to suit the needs of team members.
14. Redesigning a performance management system
Rebecca Campbell and Vida Amani
This case study describes how an imaginary company redesigned its
pay for performance and performance management system. It helps
students understand the purpose of a performance management
system, gives insights into the challenges associated with design-
ing a performance management system, evaluates the advantages
and disadvantages of forced distribution, and considers the ten-
sion between evaluative ('judge') versus developmental ('coach')
approaches to performance management.
15. Transformation in the automotive sector: the manage-
ment challenges of AI and the digital revolution
Karin A. King and Aurelie Cnop
Digital transformation in the automotive industry is driving significant
change in business models, in customer expectations and in organisa-
tions and their workforces. As technology is rapidly progressing, organi-
sations are confronted with massive changes, which are particularly
affecting the way in which employees work and the conditions under
which they do so. This case considers the rapid digitisation of industry
and its consequences for human resource management, specifically in
light of the use of artificial intelligence (AI). As a management sciences
topic, this case study directs the learner to the automotive sector spe-
cifically and its use of AI. Given the significant demands on industry to
adopt emerging technologies to remain competitive in today's global
economy, how should the workplace and job design evolve?
16. auticon: promoting a neurodiverse workforce
Dorottya Sallai and Ian Hill
auticon is a social enterprise that employs autistic individuals as
technology consultants, leveraging their unique skills to drive inno-
vation. As the world's largest employer of autistic consultants, the
company not only provides meaningful job opportunities but also
advocates for neuroinclusion in the workplace. This case study exam-
ines auticon's impact on employees and client organisations,
highlighting the advantages of embracing neurodiversity for
enhanced productivity and social change. The case study demon-
strates how inclusivity can yield significant social and economic
benefits, while also pose some challenges for management.
PART 6: PUBLIC MANAGEMENT
17. Planning and programming for a government-hosted
mass-gathering event in India: the 2019 Prayagraj Kumbh
Mela
Luciano Andrenacci and Michael Barzelay
India has a long tradition, going back to colonial times, in which gov-
ernments play host to multi-week Hindu festivals, known as melas.
In 2017, the newly elected head of Uttar Pradesh's state government
decided the 2019 mela in Prayagraj was to be more than a usual one:
the experience of attending would be as magnificent as possible for
as many as could attend. This would be a Kumbh Mela, a major focus
for regional and local development in the state. Cleanliness would
be a major goal, and preparations would get underway 18 months
ahead of the event. This case is broadly about managing a pro-
gramme of major projects in government in preparation for hosting a
mass-gathering event - one that turned out to be the largest human
gathering ever on the planet.
18. Socio-economic background and career progression
within the UK Civil Service
Dorottya Sallai and Ian Hill
This case study explores how socio-economic background - often
referred to as social class - impacts career progression within the UK
Civil Service. Despite ongoing efforts to promote diversity and inclu-
sion, evidence indicates that an individual's class background
significantly shapes their career trajectory within the public sector.
The case of career progression within the UK Civil Service provides
a unique perspective on social mobility and equal opportunities. It
shows how individuals from various economic and social classes
navigate their career paths, highlighting both the explicit and subtle
ways in which class influences professional advancement.
Index
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