Over 250 African case studies are listed in the AABS case study database. The database shows the details of the case study and the abstract. To order the case study you will need to contact the institution or case clearing house listed alongside the case study. Many of the cases are housed at the ecch withwhom we are in partnership with. Fees will vary depending on the case, where it originated, what it is to be used for, the number of students using it and whether you are a member of that institution. Each institution will be able to provide a guideline as to the costs involved. All fields in the case studies are searchable. In order to seach the case studies you will need to type your keywords in below.
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| IBETO Group: the case for the Nigerian e-Enterprise |
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| Ideal Fittings Limited |
| This is the first of a two-case series (106-056-1 and 106-057-1). Most business start-ups often commence operations without establishing clearly defined accounting and control systems / structures. It has been found that small business owners in parti |
| Ideal Fittings Limited |
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| Irene Charnley at Johnnic Group |
| When she becomes chairperson of a large telecommunications board, Irene Charnley must transform the mostly white-led company to be more representative of South Africa's demographics. A rewritten version of an earlier case. |
| IT outsourcing at Old Mutual |
| It was almost three years since the South African subsidiary of the London-listed financial services organisation, Old Mutual (OMSA), had signed an information technology infrastructure outsource contract with Computer Sciences Corporation (CSC). Thus |
| IVY CONSULT (A) |
| This two-case series tells how the Nigeria Social Insurance Trust Fund decided to review its rates of contribution and of the ceiling on insurable earnings. This may seriously affect staff costs and Ivy Consult managers wonder whether to comply or to |
| IVY CONSULT (B) |
| This two-case series tells how the Nigeria Social Insurance Trust Fund decided to review its rates of contribution and of the ceiling on insurable earnings. This may seriously affect staff costs and Ivy Consult managers wonder whether to comply or to |
| JayKay Pharmacy Limited |
| JayKay Pharmacy Limited began business operations as a community pharmacy in 1984 and later expanded to include the production of liquid pharmaceutical products sold through its outlets as well as through independent wholesalers and retailers. Jimi Ag |
| JayKay Pharmacy Limited |
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| Jide Taiwo & co: hanging in the balance |
| This case discusses the strategies adopted by an organisation to effect the turnaround of the business when suddenly faced with the possibility of extinction on account of some daunting people management issues it had experienced. The company, which i |
| Jide Taiwo & co: hanging in the balance |
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| J L Zwane - Corporate Social Responsibility meets Social Entrepreneur |
| It was October 2007 and more than 13 years had elapsed since South Africa’s first non-racial, democratic elections. Social entrepreneur Reverend Spiwo Xapile sat in his immaculate office at the J L Zwane centre, located on the corner of NY2 and NY7 |
| Johannesburg Hospital: of oaths and opportunity costs |
| It was a Sunday evening in March 2004 and Sagie Pillay, Chief Executive Officer of the Johannesburg Hospital, was reflecting on the progress he had made since his appointment in 2000. He had been instrumental in crafting the hospital strategy project |
| Johannesburg Hospital Pharmacy optimising operations |
| In July 2006, Daleen van Schalkwyk, Chief Pharmacist at the Johannesburg Hospital, was preparing to move the pharmacy's outpatients department (OPD), or dispensary, from the temporary accommodation, back into its refurbished premises. The pharmacy, ta |
| John Roux at Con Roux Construction |
| This is the first of a two-case series (FH-0697-E and DPO-0021-E). The case covers the first year of a new managing director at Con Roux Construction. Previously the financial director and a member of the Roux family, John Roux assumes the senior mana |
| JOHN TOBI |
| John Tobi, a married man with young children, is looking for a new job. He has to choose now one of four job offers and is weighing the pros and cons of each one in view of his life priorities. Trade-offs are inevitable… This case engages participan |
| Kalafgong Hospital: where have all the nurses gone? |
| By May 2006, Dr Trevor Fisher, the Chief Executive Officer (CEO) of Kalafong Hospital (situated to the west of Pretoria and one of South Africa's largest regional hospitals) was at his wit's end over the staff shortages at the hospital. There were sho |
| Kalahari.net: achieving growth in a limited market |
| It was February 2005 and in the past six years kalahari.net's customer base had grown from 9,000 to just under 250,000. As such it was one of South Africa's largest 'e-tailers'. Since 2001 the company had diversified out of selling only books and musi |
| Karen Happuck |
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| Karen Happuck |
| From the conception of the idea to the production of the first KAREN Sanitary pads, Dr Chioma Ejikeme, Managing Director and founder of Karen Happuck, soon found out that venturing into manufacturing is not the same as working with a stethoscope. Afte |
| Kgosi Leruo Molotlegi: traditional leadership in a modern democracy |
| Kgosi Leruo Molotlegi became leader of the Bafokeng tribe in April 2000 upon the untimely death of his eldest brother. Unlike many other South African tribes, the Bafokeng had real title to the land they inhabited, and underneath this land were rich d |
| Knowledge management at Sasol: learning each lesson only once` |
| Andre Botha, acting Knowledge Management (KM) Officer for Sasol Limited, faced considerable challenges. In 1998, Sasol had embarked on a KM journey, championed by KM Officer Marina Hiscock. In 2000, the group had adopted a global KM strategy to extend |
| Kulula/Comair - Getting the Balance Right? |
| A plane flies overhead. As if on automatic pilot, Gidon Novick glances out his second floor office window. In reality, he doesn’t really notice the plane. His thoughts are elsewhere. He is planning: considering possibilities, ideas that could work f |
| Kulula.com in turnaround mode |
| It was October 2005. Commercial Director of the successful low cost South African airline, Kulula.com, Gidon Novick, struggled to find a solution to the airline's flight delays which impacted negatively on its customer relations. The turnaround time o |
| Kulula.com: now anyone can fly |
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| Kulula.com: Now Anyone Can Fly |
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| Kulula.com: Now Anyone Can Fly |
| kulula.com was South Africa's first true low-frills airline and had managed to be profitable from day one. Its somewhat unconventional, but very funky communication strategy contributed hugely towards its successful performance. Advertising agency, mo |
| Lagos State Water Corporation: transforming the corporation through IT solutions |
| The Lagos State Water Corporation embarks on a process of becoming financially self-sufficient and introduces IT (information technology) solutions to streamline processes. This case illustrates the challenges of managing change in a public corporatio |
| Larson in Nigeria |
| This is a Simplified Chinese version of '9B04M012'. The vice-president of international operations must decide whether to continue to operate or abandon the company's Nigerian joint venture. Although the expatriate general manager of the Nigerian oper |
| Larson in Nigeria |
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