5341af78-3b20-45e7-b362-9657596f4278202606230121473218Depositor Namedepositor_email@address.comRUA Metadata ExporterDorottyaSallaiLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Managementhttps://orcid.org/0000-0003-3411-4818AlexanderPepperLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Managementhttps://orcid.org/0000-0003-4927-809XCase Studies in ManagementRead online or download for freeScroll down to open individual chaptersCase 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."A timely collection of a fascinating set of case studies covering a variety of issues, including strategy, governance, AI, and the environment, and set in a wide range of industries, including tech, media, health, fast fashion, oil and gas sectors, financial services, and the public sector. This book provides an invaluable teaching resource for business school staff and other readers interested in learning from historical and contemporary cases."— Adrian Wilkinson, Distinguished Professor, Griffith Business School“This invaluable collection of cases powerfully illustrates the challenges of navigating 21st-century business and should be essential reading for managers and students alike."— Jonathan Trevor, Associate Dean for Practice & Affiliates, Professor of Management Practice, Oxford Saïd Business School, University of Oxford"Case studies are an essential resource for studying management/leadership. This international perspective is first-rate. I highly recommend it."— Ronald E. Riggio, Ph.D., Henry R. Kravis Professor of Leadership and Organizational Psychology, Kravis Leadership Institute, Claremont McKenna College“Navigating the 21st Century: Business World Case Studies in Management is an outstanding contribution to modern management education. This open-access collection from LSE brings together deep academic thinking with the practical realities leaders face today—from AI and sustainability to governance failures and organizational transformation.In a world increasingly shaped by projects and uncertainty, these case studies offer more than historical insights—they cultivate the mindset and skills required to lead with clarity, critical thinking, and real-world judgment. A must-read for educators, students, and practitioners alike.”— Antonio Nieto-Rodriguez, Visiting Professor, Duke CE, IE Business School, and Hult International Business School“In a time when so much of management education is devoted to models and concepts that are either not really used in practice or are applied in substantially different ways, it is refreshing to read this book focused on real-world business cases. Here, the kind of situated, complex, and nuanced knowledge that is crucial for practicing good management in real settings is showcased.”— Stefan Tengblad, Professor in Human Resource Management, University of Gothenburg, SwedenNavigating 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.Each case includes questions for students to consider when preparing for the classroom. As artificial intelligence transforms teaching and learning, case studies 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.06262025978-1-911712-38-1978-1-911712-39-8978-1-911712-40-4978-1-911712-41-1LSE PressLondonhttp://creativecommons.org/licenses/by-nc/4.0/10.31389/lsepress.nbwhttps://press.lse.ac.uk/books/e/10.31389/lsepress.nbwhttps://press.lse.ac.uk/books/25/files/05ed1a7b-83b6-4fd5-ad13-49d41d6f7234.pdfhttps://press.lse.ac.uk/books/25/files/05ed1a7b-83b6-4fd5-ad13-49d41d6f7234.pdfDorottyaSallaiLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of Managementhttps://orcid.org/0000-0003-3411-4818AlexanderPepperLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of Managementhttps://orcid.org/0000-0003-4927-809XIn 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 decision-making. We go on to explain the Introduction–Facts–Theory–Analysis–Conclusion approach to writing a case analysis.0626202510.31389/lsepress.nbw.ahttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.ahttps://press.lse.ac.uk/books/25/files/fd69eed1-ac5c-4456-bd5b-4366fcbfbdb3.pdfGeoffreyOwenLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementThe story of how Lucas Industries and GKN responded to the changing 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.0626202510.31389/lsepress.nbw.bhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.bhttps://press.lse.ac.uk/books/25/files/16768b8c-f14c-404d-a75e-4b75f68f09d0.pdfLaurenOddoyeAlexanderPepperLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementThis 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.0626202510.31389/lsepress.nbw.chttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.chttps://press.lse.ac.uk/books/25/files/64cba3e7-cf03-4348-af2a-16f9a88d384f.pdfAlexanderPepperLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementShareholder 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.0626202510.31389/lsepress.nbw.dhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.dhttps://press.lse.ac.uk/books/25/files/be88d498-5181-4190-8bd1-264493842062.pdfYallyAvrahampourLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementThis 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.0626202510.31389/lsepress.nbw.ehttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.ehttps://press.lse.ac.uk/books/25/files/e87944c6-6179-48ff-be20-10aed1b22cf8.pdfAlexanderPepperLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementThis 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.0626202510.31389/lsepress.nbw.fhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.fhttps://press.lse.ac.uk/books/25/files/cf5cebf1-8934-4102-8a71-2ef22bbaef63.pdfAlexanderPepperLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementThis 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.0626202510.31389/lsepress.nbw.ghttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.ghttps://press.lse.ac.uk/books/25/files/b42ffe2a-1bc5-4aa2-9a77-2c836fb4d7cc.pdfAlexanderPepperLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementUsing 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-conceived 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.0626202510.31389/lsepress.nbw.hhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.hhttps://press.lse.ac.uk/books/25/files/0243ff83-ff81-4236-b513-4a8c20e8112a.pdfRogerFonNorthumbria Universityhttps://ror.org/049e6bc10Newcastle Business SchoolThis 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 internationalisation process. It examines the characteristics of the institutional 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.0626202510.31389/lsepress.nbw.ihttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.ihttps://press.lse.ac.uk/books/25/files/50e8b426-4580-4762-9a59-ed55203773ca.pdfChristineCôtéLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementSaulEstrinLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementDanielShapiroEleanorCumpstyThe 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.0626202510.31389/lsepress.nbw.jhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.jhttps://press.lse.ac.uk/books/25/files/55d1b567-4f34-4424-bdc1-9dce39069fe5.pdfRebeccaCampbellLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177AlfredJasanskyDurham Universityhttps://ror.org/01v29qb04JannaWirthCornell Universityhttps://ror.org/05bnh6r87This 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?0626202510.31389/lsepress.nbw.khttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.khttps://press.lse.ac.uk/books/25/files/7f0199b7-ae18-43df-ba68-97470caf6cad.pdfDorottyaSallaiLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementUsing 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.0626202510.31389/lsepress.nbw.lhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.lhttps://press.lse.ac.uk/books/25/files/07ece54e-ae6d-4aa9-b8d2-77e9c64bbf7f.pdfEmmaSoaneLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementThis 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 different types of team conflict, sources of conflict and the detrimental effect of conflict on team performance. It also considers team diversity, 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.0626202510.31389/lsepress.nbw.mhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.mhttps://press.lse.ac.uk/books/25/files/613ab663-a10c-4489-b618-a5ea6d782522.pdfRebeccaCampbellLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementVidaAmaniThis 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 designing a performance management system, evaluates the advantages and disadvantages of forced distribution, and considers the tension between evaluative (‘judge’) versus developmental (‘coach’) approaches to performance management.0626202510.31389/lsepress.nbw.nhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.nhttps://press.lse.ac.uk/books/25/files/fca02016-a2cb-4dcd-9fd4-f03639ed4ed7.pdfKarin A.KingLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementAurelieCnopLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementDigital transformation in the automotive industry is driving significant change in business models, in customer expectations and in organisations and their workforces. As technology is rapidly progressing, organisations 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 specifically 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?0626202510.31389/lsepress.nbw.ohttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.ohttps://press.lse.ac.uk/books/25/files/0d5be932-2b53-4929-879e-e40103d33542.pdfDorottyaSallaiLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementIanHillKing's College Londonhttps://ror.org/0220mzb33King's Business Schoolauticon is a social enterprise that employs autistic individuals as technology consultants, leveraging their unique skills to drive innovation. 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 examines auticon’s impact on employees and client organisations, highlighting the advantages of embracing neurodiversity for enhanced productivity and social change. The case study demonstrates how inclusivity can yield significant social and economic benefits, while also pose some challenges for management.0626202510.31389/lsepress.nbw.phttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.phttps://press.lse.ac.uk/books/25/files/673b25ba-afa1-4d61-b744-05e9d77343af.pdfLucianoAndrenacciNational University of San Martín (Buenos Aires)School of Politics and GovernmentMichaelBarzelayLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementIndia has a long tradition, going back to colonial times, in which governments 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 programme 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.0626202510.31389/lsepress.nbw.qhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.qhttps://press.lse.ac.uk/books/25/files/bdca78d7-473f-4cd3-91c9-383bd3f7b9d8.pdfDorottyaSallaiLondon School of Economics and Political Science (LSE)https://ror.org/0090zs177Department of ManagementIanHillKing's College Londonhttps://ror.org/0220mzb33King's Business SchoolThis 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 inclusion, 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.0626202510.31389/lsepress.nbw.rhttps://press.lse.ac.uk/chapters/e/10.31389/lsepress.nbw.rhttps://press.lse.ac.uk/books/25/files/70448851-c2d0-4e92-97c7-7a56f637b237.pdf