Taking Stock of the Century‐long Utilization of the Case Method in Management Education

Over the last century, the case method has been a key teaching tool in management education. This article takes stock of the main characteristics of the case method, clarifies its learning goals, and exposes the relationships between these goals and supporting learning theories, in particular active‐learning theory and experiential learning. It then examines the multiple variations of the case method that have developed over the years and discusses arguments against the case method. Finally, four proposals are made in view of strengthening the case method's value: extend case variety, moderate the case method's ambition to foster experiential learning, conduct empirical research about the case method's learning impacts, and emphasize the close relationship between case research and case teaching. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Organizational Learning Capability: Theoretical Analysis and Empirical Study in the Context of Official Development Aid Project Teams

Although several studies have investigated Organizational Learning Capability (OLC), the question of its operationalization remains open. We review the OLC concept, analyze its relationship to Organizational Learning (OL), and assess the validity of its operationalization through three models (formative, reflexive, mixed). While part of the literature states that OLC has five dimensions (experimentation, risk taking, dialogue, interaction with stakeholders, and participation in decision making), our exploratory study of 41 Official Development Aid projects suggests the existence of an important sixth dimension for OLC: autonomy vis‐à‐vis the national supervisor. The theoretical and practical implications of this finding are then discussed. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

What does diversity management mean for the gender equality project in the United Kingdom? Views and experiences of organizational “actors”

There has been a shift at the organizational level away from a traditional “equal opportunity” paradigm underpinned by notions of social justice, with a specific focus on tackling gender inequalities towards a business‐led “diversity management” paradigm, with a focus on the individual and their contribution to the organization. We argue that diversity management as a concept and model has the potential to undermine the gender equality project, but drawing on a UK‐based study we conclude that whether or not it presently does so in practice is less clear. Nevertheless, our study, presenting views and experiences of multiple organizational actors, demonstrates the seductiveness of the diversity discourse, which could herald danger for the future direction and substance of the gender equality project. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.     

Tourism land use conflict in the United States

Despite numerous articles detailing the consequences of tourism, one's understanding of the conflict caused by tourism development is limited. This paper attempts to identify generalizable features of the tourism development debate in the United States through the use of a locational conflict framework. A typology of tourism development was created using content analysis of newspaper articles that described conflict over tourism related land use changes. The results of the analysis indicate that the number of tourism development conflict incidents and the issues involved in these incidents varied substantially across the United States. Analysis also indicates that the participants involved in the conflicts aligned themselves into different coalitions, depending upon the particular issue. This suggests that the particular tourism development issue is the most important variable affecting generalizations about tourism development conflict.     

Risk Management in Small- and Medium-Sized Businesses and How Accountants Contribute*

We investigate how owners of small- and medium-sized enterprises (SMEs) perceive, make sense of, and practice risk management. Drawing on Schatzki's practice theory, we theorize on how and why risk management happens in SMEs. Thus, we fill a gap in the extant literature, which focuses almost exclusively on risk management within large organizations. We interview entrepreneurs and conduct site observations to gain insight into their risk management activities, the drivers that lead to the adoption of said activities, their attitudes toward risk management, and how their accountants may shape and contribute to risk management in SMEs. We find that rather than a specific set of formal processes, entrepreneurs view risk management as a mindset that emphasizes the preservation of key assets, creation of competitive advantages, and development of local talent and expertise. We observe practices that are mainly informal yet planned, deliberate, and fully integrated within the fabric of organizations that align with ideal forms of risk management. We also find that full-time, in-house accountants do help entrepreneurs with risk management, while external accountants, whose main activities relate to financial statement preparation and tax filings, do not systematically help entrepreneurs manage risk. We contribute to both the theory and practice of risk management by sharing empirical insights into how SME owners perceive, make sense of, and manage risk.     

Abandonment issues: A hazard analysis of high-performance work practices

This study examines usage of high-performance work practices (HPWPs) over time using a unique longitudinal survey of Canadian organizations. Human resource management (HRM) studies tell us HPWPs require long-term commitment but rarely measure it. Using event history analysis this study finds high rates of HPWP abandonment. The study also examines organizational supports for high-performance work system (HPWS). A Cox regression analysis finds rates of abandonment are reduced when HPWPs are accompanied by aligned business strategies and HR professional support. The results inform process research on HRM strategies and raise troubling questions for findings in studies that fail to measure duration. For managers, the findings highlight the importance of ensuring strategic alignment with and organizational support for HPWPs if they are to endure.     

Viasystems Group,inc.

Viasystems Group, Inc. (Viasystems) is an international supplier of electromechanical assemblies and components. It specializes in manufacturing printed circuits and assembling electric cables and industrial metal cabinets. The case concerns the Printed Circuit Division at Viasystems and its need to adapt its costing system to the relocation of its manufacturing activities to China under its strategic planning, begun in 2001. Planning and controlling operating costs and the presentation of the financial statements have therefore become major issues. The case is set in 2006, six years after the start of progressive offshoring of manufacturing to China. It describes: 1) how external environmental pressures and the need for profitability have led to a critical strategic decision; and 2) how this new business model has changed upper management's informational needs, leading them to rethink their costing system, particularly at the Chinese plants. Setting the case in 2006, when all the plants have been relocated to China, enables discussions of the challenges that management will have to cope with in the future, after the operations transfer has been completed and the consequences on the management control system.     

Disclosing elements of disclosure: a test of legitimacy theory and company ethics

This paper focuses on some of the ethical issues related to voluntary disclosure of qualitative information by Canadian public companies. Drawing on various organizational theories, we examine some of the ways that companies can symbolically manage legitimacy through disclosure. Press releases of a sample of companies that received cease‐trading orders were analysed for their use of language. We found that high‐risk companies attempted to manage legitimacy by selectively releasing information and by using ambiguous language. Moreover, some companies behaved unethically by using language that suggested a positive future despite the imminent release of a cease‐trading order. These findings have implications for organizational and accounting theorists and stakeholders in the corporate, fiduciary, and investment communities. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.     

Ownership concentration,separation of voting rights from cash flow rights,and earnings management: an empirical study in Canada

Drawing from models of Jones (1991) and Kothari, Leone, and Wasley (2005), this study examines the relationship between Canadian corporate ownership structure and earnings management from 1995 to 1999. There is evidence of a nonmonotonic relationship. The concentration of voting and cash flow rights with the ultimate owner first increases earnings management, but as the level of ownership concentration increases, earnings management decreases. There is also a positive correlation between earnings management and voting and cash flow rights divergence. This is particularly evident when the gap between voting and cash flow rights is high. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.     

Are Risk Management Disclosures Informative or Tautological? Evidence from the U.S. Banking Sector

Banks experienced increasing risk levels during the latest financial crisis. Investors’ confidence was shaken by the effectiveness of bank risk management practices, which has opened new challenges for bank management in approaching its risk. Understanding and communicating adopted risk management mechanisms is likely to provide insights and enable diagnosis on firm risk exposure. Conveying data that reduces information asymmetry might be reflected on stock performance. Investigating the impact of risk management disclosures content on stock price change and return volatility, using a sample of U.S. national commercial banks during 2009–2010, shows that informative risk management disclosures seems to be valued by investors. This is reflected on current‐year stock prices and reduces the subsequent‐year return variances.