Table 1 Cases in this issue Case title... | Emerald Publishing

Table 1

Cases in this issue

Case title and target audience	Authors	Synopsis
Streaming Success: Positioning Roku’s Future in a Hypercompetitive Industry Target Audience: Undergraduate or graduate level Strategic Management courses Compact Case	Erin Pleggenkuhle-Miles, Christopher Winchester, A. Erin Bass and Thomas West	As the market disruptor of how media was consumed, Roku had been connecting customers, publishes, and advertisers with its unique capabilities for over 10 years. With the belief that all TV content should be available through streaming, Roku had forever changed the traditional model of how media was distributed and consumed. By capitalizing on the previously untapped economic opportunity of TV streaming platforms, Roku had made itself the premier streaming broadcast service for users, content publishers, and advertisers. The company was now faced with the difficult task of finding the best ways to keep innovation high and continue to grow
Amazon GO convenience stores: Skip the lines Target Audience: Undergraduate Marketing Management or Retailing courses Compact Case	Anthony Furnelli	In 2018, Amazon opened high tech convenience stores across a number of metropolitan cities in the United States offering a checkout-free experience for customers. This case evaluates the marketing aspects of the move including industry structure, store format and customer loyalty. The underlying question is how will Amazon, the company that pioneered online shopping, perform in an offline retail marketplace that is highly competitive? Will Amazon be able to leverage its massive technology power and shakeup offline retail? Will changing market forces caused by the pandemic reshape retail as we know it?
Challenges of Moksh Organization: An epitome of humanity Target Audience: Undergraduate students in Social Entrepreneurship or Organizational Behavior courses	Nikhil K. Mehta, Shubham Chourasia and Aswini Devadas	The case dealt with the challenges of a non-government organization (NGO) that included conducting respectful last rites of unclaimed dead bodies. As the NGO grew, Ashish Thakur, the initiator of Moksh started facing resource management challenges viz. volunteer induction, fund-raising, and managing non-human resources. These issues are deeply embedded in several social stereotypes about dead bodies. Learning covers strategies of four generations of NGO development, a NET model of social leadership, breaking social stereotypes related to dead bodies and last rites (necrophobia), designing social communication, and opportunity to assess faulty rationalizations, do critical thinking around the socio-religious practices
For the Sustainability of the Forests, the Tigers and the Tribals: Royal Bank of Scotland in the Kanha-Pench Corridor, India. Target Audience: Undergraduate and graduate students studying sustainability and corporate social responsibility	Vineeta Dutta Roy	The case study is about the coming together of several important agencies working in the areas of Forest and Wildlife Conservation, Climate Change adaptive planning for ecosystems and communities, social upliftment and CSR in the Kanha Pench landscape of Madhya Pradesh in Central India. The challenges are many. For one, the landscape is a rapidly degrading one, if interventions for its revival are not put in place soon enough, it may not only jeopardise the survival of its human inhabitants which are already living here in poverty, it will extinguish the chances of the long-term sustainability of the species of Tigers living in the protected Tiger Reserves of Kanha and Pench
Board Structure Changes after Accounting Fraud: The Case of Schneider Electric Target Audience: Upper level undergraduate and graduate students in Managerial Finance, Corporate Finance, International Finance or Auditing courses	Benedicte Millet-Reyes and Nancy Uddin	This business case is centered on the analysis of Schneider Electric, a French multinational corporation, who had to restate their financial statements in 2011 because of accounting fraud. Following this event Schneider undertook major changes in their board structure to improve internal control mechanisms. This pedagogical business case familiarizes students with international differences in ownership and board structure, and emphasizes potential corporate governance changes after financial statement fraud
A perfect storm: How high levels of risk and weak internal controls resulted in violations of the Foreign Corrupt Practices Act Target Audience: Undergraduate and graduate auditing classes	Diana Franz	This case is based on Weatherford International’s settlement with the Securities and Exchange Commission and the Department of Justice. Weatherford provided equipment and services in the oil and gas industry. Because international markets were growing faster than domestic markets, Weatherford made a strategic decision to pursue growth in international markets. The oil and gas industry has high levels of operating risk as did the countries that Weatherford decided to pursue operations in. However, despite the decision to take on additional risk, Weatherford failed to implement adequate systems of internal controls. The title of the case “A Perfect Storm” refers to Weatherford’s trifecta of operating in an industry with high levels of corruption risk, countries with high levels of corruption risk and failing to implement adequate internal controls despite those high operating risks (Department of Justice 2013). Weatherford was ultimately assessed a $152 million penalty for its violations of the Foreign Corrupt Practices Act (FCPA) that included bribery, volume discounts, improper payments, and kickbacks
Do not let it derail: The District Head’s Dilemma Target Audience: Undergraduate courses in project management, strategic management, leadership, and public policy. Executive-level training programs.	Harikrishnan Ramesh Varma and Ram Kumar Kakani	Palakkad District Magistrate (DM) Gayathri Nair was tasked with acquiring 130 hectares of land for a government-sponsored Public-Private Partnership project to set up a railway coach factory in Palakkad. After taking the landowners into confidence and fast-tracking the administrative process through the line departments, she successfully acquired 93 hectares of land for Phase I of the project. But the intervention from local politicians and activists halted the next phase. Gayathri was pressured by her bosses to solve the standstill in four weeks. Unable to make the owners realize the benefits of the project, she witnessed a showdown between the agitating masses and the district administration. The entire episode is worsened by the partisan media coverage. The only options open to Gayathri, as the head of the district administration, are either to go ahead with a forceful land acquisition, and thereby, risk the wrath of the public or abandon the project and bury the months-long back-breaking teamwork. How could Gayathri handle the situation better? What steps could she take at various stages to ensure a balanced outcome for all the stakeholders in the project?

Case title and target audience	Authors	Synopsis
Streaming Success: Positioning Roku’s Future in a Hypercompetitive IndustryTarget Audience:Undergraduate or graduate level Strategic Management coursesCompact Case	Erin Pleggenkuhle-Miles, Christopher Winchester, A. Erin Bass and Thomas West	As the market disruptor of how media was consumed, Roku had been connecting customers, publishes, and advertisers with its unique capabilities for over 10 years. With the belief that all TV content should be available through streaming, Roku had forever changed the traditional model of how media was distributed and consumed. By capitalizing on the previously untapped economic opportunity of TV streaming platforms, Roku had made itself the premier streaming broadcast service for users, content publishers, and advertisers. The company was now faced with the difficult task of finding the best ways to keep innovation high and continue to grow
Amazon GO convenience stores: Skip the linesTarget Audience:Undergraduate Marketing Management or Retailing coursesCompact Case	Anthony Furnelli	In 2018, Amazon opened high tech convenience stores across a number of metropolitan cities in the United States offering a checkout-free experience for customers. This case evaluates the marketing aspects of the move including industry structure, store format and customer loyalty. The underlying question is how will Amazon, the company that pioneered online shopping, perform in an offline retail marketplace that is highly competitive? Will Amazon be able to leverage its massive technology power and shakeup offline retail? Will changing market forces caused by the pandemic reshape retail as we know it?
Challenges of Moksh Organization: An epitome of humanityTarget Audience:Undergraduate students in Social Entrepreneurship or Organizational Behavior courses	Nikhil K. Mehta, Shubham Chourasia and Aswini Devadas	The case dealt with the challenges of a non-government organization (NGO) that included conducting respectful last rites of unclaimed dead bodies. As the NGO grew, Ashish Thakur, the initiator of Moksh started facing resource management challenges viz. volunteer induction, fund-raising, and managing non-human resources. These issues are deeply embedded in several social stereotypes about dead bodies. Learning covers strategies of four generations of NGO development, a NET model of social leadership, breaking social stereotypes related to dead bodies and last rites (necrophobia), designing social communication, and opportunity to assess faulty rationalizations, do critical thinking around the socio-religious practices
For the Sustainability of the Forests, the Tigers and the Tribals: Royal Bank of Scotland in the Kanha-Pench Corridor, India.Target Audience:Undergraduate and graduate students studying sustainability and corporate social responsibility	Vineeta Dutta Roy	The case study is about the coming together of several important agencies working in the areas of Forest and Wildlife Conservation, Climate Change adaptive planning for ecosystems and communities, social upliftment and CSR in the Kanha Pench landscape of Madhya Pradesh in Central India.The challenges are many. For one, the landscape is a rapidly degrading one, if interventions for its revival are not put in place soon enough, it may not only jeopardise the survival of its human inhabitants which are already living here in poverty, it will extinguish the chances of the long-term sustainability of the species of Tigers living in the protected Tiger Reserves of Kanha and Pench
Board Structure Changes after Accounting Fraud: The Case of Schneider ElectricTarget Audience:Upper level undergraduate and graduate students in Managerial Finance, Corporate Finance, International Finance or Auditing courses	Benedicte Millet-Reyes and Nancy Uddin	This business case is centered on the analysis of Schneider Electric, a French multinational corporation, who had to restate their financial statements in 2011 because of accounting fraud. Following this event Schneider undertook major changes in their board structure to improve internal control mechanisms. This pedagogical business case familiarizes students with international differences in ownership and board structure, and emphasizes potential corporate governance changes after financial statement fraud
A perfect storm: How high levels of risk and weak internal controls resulted in violations of the Foreign Corrupt Practices ActTarget Audience:Undergraduate and graduate auditing classes	Diana Franz	This case is based on Weatherford International’s settlement with the Securities and Exchange Commission and the Department of Justice. Weatherford provided equipment and services in the oil and gas industry. Because international markets were growing faster than domestic markets, Weatherford made a strategic decision to pursue growth in international markets. The oil and gas industry has high levels of operating risk as did the countries that Weatherford decided to pursue operations in. However, despite the decision to take on additional risk, Weatherford failed to implement adequate systems of internal controls. The title of the case “A Perfect Storm” refers to Weatherford’s trifecta of operating in an industry with high levels of corruption risk, countries with high levels of corruption risk and failing to implement adequate internal controls despite those high operating risks (Department of Justice 2013). Weatherford was ultimately assessed a $152 million penalty for its violations of the Foreign Corrupt Practices Act (FCPA) that included bribery, volume discounts, improper payments, and kickbacks
Do not let it derail: The District Head’s DilemmaTarget Audience:Undergraduate courses in project management, strategic management, leadership, and public policy. Executive-level training programs.	Harikrishnan Ramesh Varma and Ram Kumar Kakani	Palakkad District Magistrate (DM) Gayathri Nair was tasked with acquiring 130 hectares of land for a government-sponsored Public-Private Partnership project to set up a railway coach factory in Palakkad. After taking the landowners into confidence and fast-tracking the administrative process through the line departments, she successfully acquired 93 hectares of land for Phase I of the project. But the intervention from local politicians and activists halted the next phase. Gayathri was pressured by her bosses to solve the standstill in four weeks. Unable to make the owners realize the benefits of the project, she witnessed a showdown between the agitating masses and the district administration. The entire episode is worsened by the partisan media coverage. The only options open to Gayathri, as the head of the district administration, are either to go ahead with a forceful land acquisition, and thereby, risk the wrath of the public or abandon the project and bury the months-long back-breaking teamwork. How could Gayathri handle the situation better? What steps could she take at various stages to ensure a balanced outcome for all the stakeholders in the project?