Journal of Applied Case Research (JACR) – Volume 11 Number 1

JACR is a publication of the Southwest Case Research Association (SWCRA). JACR publishes teaching cases in all business disciplines. Cases may be grounded in primary and/or secondary data sources. Whether primary or secondary, sources must be well documented.

Don’t Take Me Out of the Ballgame

  • Miriam Rothman, University of San Diego

Synopsis

This is a description-based case and was sourced from actual events that involved a major league baseball player who twice publicly criticized the owners of his team; and was suspended for the rest of the season without pay because of his comments. He filed a grievance over the suspension. At issue is whether suspension was too severe a discipline for insubordination (as defined by the collective bargaining contract) or whether the ballplayer’s comments were protected on the grounds of free speech. All names are fictitious but the facts are as they appeared in newspapers at the time of the incidents.

Keywords:

Human resources management, Sports, Arbitration, Grievance, Discipline, Collective bargaining

Citation:

Rothman, M. (2013). Don’t take me out of the ballgame. Journal of Applied Case Research, V11(1), 1-9. http://swcra.net/wp-content/uploads/2013/01/V11_N1a_Ballgame_Case.pdf

St. Baldrick’s Foundation

  • Donald Grunewald, Iona College

Synopsis

A student of a professor and a fellow student who has cancer approach a professor and ask him to help a student organization which will be holding an event on campus to raise funds for the St. Baldrick’s Foundation, a charity that raises funds to help research to find cures for cancer in children. The professor offers to make a donation to the charity but is also asked to volunteer to have his head shaved at the event, because the participation of the professor would help raise more funds at the event for this cause.The professor must decide first whether the Foundation is a legitimate charity, whether the Foundation is efficiently run, whether the cause is worthwhile and whether the funds are appropriately raised and properly used to help find cures for cancer in children. The professor also needs to decide whether volunteering to have his head shaved will cause problems with his wife and how other faculty and the administration of the college would view his volunteering to have his head shaved at the student event. Finally, the professor needs to examine his own commitment to this cause.

Keywords:

Not for Profit Management, Not for Profit Accounting, Business Ethics/Social Responsibility, Organizational Behavior

Citation:

Grunewald, D. (2013). St. Baldrick’s Foundation. Journal of Applied Case Research, V11(1), 10-25. http://swcra.net/wp-content/uploads/2013/01/V11_N1b_Baldrick_Case.pdf

Perque Flooring

  • John James Cater III, The University of Texas at Tyler

Synopsis

This decision-based case was drawn from primary data. The names of people and places were not disguised. The main subject of the case was small family business management, focusing on a group of five siblings who entered into a family firm as equal third generation owners. Dynamics of group ownership and management were examined, including the establishment of a pecking order and decision making styles and processes. Secondary issues included operations management in a retail flooring store. Harvey Perque started a carpet store in 1955 in Houma, which is a small town 57 miles west and slightly south of New Orleans in Louisiana. Under his leadership, the company prospered and grew. Harvey’s son, Craig, followed his father in managing the store in Houma, while Harvey concentrated on opening four new stores in the greater New Orleans area. Craig, at the age of 46, tragically passed away in an automobile accident (2004). Several years after the accident (2007), Harvey sold the Houma store to Craig’s five children in equal 20 percent shares in return for a note payable. The case closes as the grandchildren consider expanding to new locations in south Louisiana in 2011.

Keywords:

family business, small business, succession, successors, flooring industry, decision making

Citation:

Cater, J. (2013). Perque Flooring. Journal of Applied Case Research, V11(1), 26-34. http://swcra.net/wp-content/uploads/2013/01/V11_N1c_Perque_Case.pdf

Recreational Equipment, Inc.: Selling Gear to the Adventurous

  • Howard Smith, Pacific University
  • Richard Discenza, University of Colorado, Colorado Springs

Synopsis

This case is a decision-based case using both primary and secondary data. Six focal issues are examined regarding REI’s strategic vision. All data in this case are real without disguise.Recreational Equipment, Incorporated: Selling Gear to the Adventurous is primarily designed to be incorporated into an undergraduate or graduate business strategy course. The main issues involve strategy formulation and implementation for a firm that has been quite successful in raising annual sales. Students are able to identify specific strategies that have enabled REI to succeed in a competitive retail market. Less clear is the extent to which these strategies will continue to produce success.

This case can be effectively used in basic undergraduate and graduate marketing strategy courses that examine various promotion, product, pricing, and distribution strategies. REI’s overall marketing strategy relies on robust membership tactics and limited traditional advertising to drive sales. The case is applicable for upper division and graduate level courses that emphasize innovative promotional strategies.

This case exposes students to an organization with a split personality. On the one hand students can study an aggressive, innovative retailer that is a leading outdoor merchandiser with its multi-channel business model, non-existent debt and progressive strategy efforts. On the other hand, it appears that REI resembles a virtual corporate wolf in co-op’s clothing. It avoids significant taxes under the co-op banner yet it functions like any other corporation.

Students should question the mission of REI. Is it really a cooperative or is it merely a corporation that is hiding behind the veil of a cooperative. Who is driving REI toward extending its corporate façade and why? Who gains most from the push toward dominant player in the outdoor merchandising sector? Is REI confident that it can make its house brand a widely known top-line brand?

Keywords:

Strategic management, Cooperative organizations, Outdoor sports industry, Marketing strategy, Competitive response in a retail setting

Citation:

Smith, H. & Discenza, R. (2013). Recreational Equipment, Inc.: Selling Gear to the Adventurous. Journal of Applied Case Research, V11(1), 35-52. http://swcra.net/wp-content/uploads/2013/01/V11_N1d_REI_Case.pdf

Say It Ain’t So? The Need for Crisis Management in Professional Sports

  • Barbara Wooldridge, The University of Texas at Tyler
  • Jana Rutherford, The University of Texas at Tyler
  • Erika Matulich, The University of Tampa

Synopsis

This decision-based case is developed using secondary data and focuses on the need for crisis management in professional sports. It examines scandals have led to crises in Major League Baseball, the National Football League, and the National Basketball Association. The case considers two types of organizational crises. Students are asked to distinguish between the two types of crises based on crisis management theory, to develop a crisis management plan in response to a scandal, and to consider the importance of trust to an organization in the relationship between the organization and the consumer. Several reference points are provided.

Keywords:

Crisis Management, Marketing Strategy, Organizational Crisis, Sports Management, Decision Case, Sports Marketing

Citation:

Wooldridge, B, Rutherford, J., & Matulich, E. (2013). Say It Ain’t So? The Need For Crisis Management In Professional Sports. Journal of Applied Case Research, V11(1), 53-60. http://swcra.net/wp-content/uploads/2013/07/V11_N1e_SayItAintSo_Case.pdf

LHP Inc.: Challenging the Organizational Structure and Culture to Grow

  • Erica Berte, Indiana University – Purdue University Columbus, IN
  • Jeffery Hittler, Indiana University – Purdue University Columbus, IN

Synopsis

This management case is decision–based. The case reports events using primary and secondary sources. Quotes and data in this case are authentic and are derived from the participants themselves and from company documents.

LHP Inc. was founded by Ryan Hou and David Glass in 2001 to offer engineering and software solutions. The two entrepreneurs formed a unique partnership in which Mr. Hou serves as the external face of the company, actively participating in the community, and Mr. Glass as the organizational structure developer. The founders’ values were keys for the development of a strong organizational culture. Small-town values, entrepreneurial orientation, ethical principles, diversity appreciation, partnership development, team-based approaches, and customer-driven performance are some of the core values of LHP. The flat organizational structure is characterized by its informality, decentralization, flexibility, and good flow of communication.

After some struggles during the 2008 economic crisis, LHP learned how to broaden its customer basis and is strategically pursuing growth. In 2010 the company had 150 employees and $13+ million in sales revenue. For 2016, LHP is projecting to have 800 employees and $100 million in sales revenue, a 650% growth from 2010. As the organization keeps growing the company is facing several challenges. To create the managerial structure is one of the firms concerns that will require more formalization and fear to lose some of the organic characteristics of the firm. LHP will need to develop ways to attract and select professionals that understand the company culture and are a good fit for the firm. To plan and manage the growth and keep the organizational culture in place at the same time are the biggest LHP challenges.

Keywords:

management, small business, organizational structure, and organizational culture

Citation:

Berte, E. & Hittler, J. (2013). LHP Inc.: Challenging The Organizational Structure And Culture To Grow. Journal of Applied Case Research, V11(1), 61-70. http://swcra.net/wp-content/uploads/2013/07/V11_N1f_LHP_Case.pdf