MBA Education Research Articles

I have seen this before: imprinting experiences and Bank CEO risk-taking in times of crisis

Abstract Understanding the causes and consequences of corporate risk-taking has remained a crucial topic for organizational scholars. Using the case of U.S. banks and one dimension of their risk-taking behavior around the 2008 financial crisis, we offer a theory of how the diverse experiences of corporate leaders can shape their risk-taking behavior. Building on the imprinting literature, we theorize how different types of experiences that bank CEOs had in the past interact to shape current risk-taking behavior, resulting in risk moderation under crisis conditions. We focus on two imprinting experiences with particular relevance for bank CEOs’ risk-taking behavior—MBA education and past crisis experience. We argue that the latter played a pronounced role during the crisis because of greater imprint-environment fit. Our analysis using data from 170 large banks between 2001 and 2019 shows that bank CEOs’ firsthand experience of a prior banking crisis not only directly tempered bank risk-taking but also did so indirectly by limiting the risk-taking tendencies of CEOs with an MBA, particularly during the crisis period. Our study contributes to the sociological literature about organizational risk-taking by emphasizing the crucial role of organizational leaders’ biographies and exploring how earlier institutional conditions shape their risk-taking behavior later.

Comparative Analysis of MBA Education Systems in South Korea and China and Their Impact on Student Development

Comparative Analysis of MBA Education Systems in South Korea and China and Their Impact on Student Development

Exploration of the “Three-dimensional Integration” Ideo-political Education System in MBA “Management Communication” Course

This paper focuses on the significance of curriculum-based ideological and political education (curriculum Ideo-politics) and explores its implementation within MBA education to achieve an organic integration of knowledge impartation, value shaping, and skill development. By analyzing the current teaching situation and challenges of the "Management Communication" course, this paper proposes a novel curriculum reform plan: a three-dimensional integration model centered on professional education, guided by curriculum Ideo-politics, and expanded through practical education. This plan encompasses the types and core content of course construction, principles of reform, mechanisms of three-dimensional integration, and system building, offering specific measures to ensure the effective implementation of the reform plan. Aimed at providing a new perspective and method for the deep integration of professional courses and Ideo-political education in higher education, this study seeks to promote the innovative development of management education and cultivate high-quality management talents who can meet the needs of societal development.

An Overview of the Development and Impact of MBA Programs in Pakistan

This article discusses Pakistan's MBA program development and impact. The report examines Pakistan's MBA education from its beginnings to its widespread adoption. Through academic sources, institution data, and industry interviews, this is achieved. MBA programs are driven by globalization, the company's need for managerial skills, and government efforts to boost higher education. The essay also covers Pakistani business schools' MBA programs, instructional methods, and accreditation systems. This study examines how MBA education affects students, employers, and society. The study uses qualitative and quantitative approaches to examine how Master of Business Administration degrees affect employment opportunities, managerial abilities, and socioeconomic situations. This paper analyzes Pakistani MBA schools' quality assurance, instructor shortage, and industry alignment issues. The study also examines how digitization, sustainability, and entrepreneurship may affect MBA education. This article discusses the impact of MBA programs on Pakistan's corporate environment and the purpose of increasing human capital. Research, collaboration, and creativity are essential to keeping MBA education relevant and effective in changing socioeconomic conditions, according to the statement.

Exploring the Impact of Emerging Educational Technology in MBA Programs: Enhancing Brand Equity through Virtual Reality

Purpose: The increasing emphasis on continuous development in student learning worldwide, particularly in the Digital Age, necessitates leveraging technology to enhance educational experiences. This research focuses on exploring the potential of virtual reality (VR) to transform MBA education, aiming to inspire innovative teaching methods that extend beyond conventional knowledge exchange. Design/Methodology: Employing a mixed-methods approach, this study comprehensively examines the implementation and impact of VR-based learning experiences in MBA programs, Through surveys data is gathered from MBA students. This methodology enables a thorough evaluation of VR's effectiveness as a pedagogical tool in enhancing engagement, comprehension, and retention of MBA subjects Findings: The study uncovers a range of advantages and challenges linked to the integration of VR technology in MBA education. On the one hand, VR offers immersive, interactive learning experiences that bolster comprehension and critical thinking skills. However, significant challenges persist, including the initial cost of VR implementation, ensuring technological accessibility for all students, and providing sufficient faculty training to effectively leverage VR in teaching. Conclusion: This empirical study underscores the transformative potential of VR in enhancing MBA education. By providing immersive and interactive learning experiences, VR has the capacity to significantly enrich the learning journey of MBA students. VR shows promise in simulating complex business scenarios and bridging theory with real-world application. Originality/Value-This research aims to inspire greater adoption of educational technology, enhancing MBA learning experiences and preparing students for success in the digital age. Paper Type- Empirical Analysis

The Importance Of Emotional Intelligence In The Successful Leadership Of MBA Programs

MBA program directors, lecturers, and students need Emotional Intelligence (EI). EI enhances MBA program leadership communication, decision-making, and education, according to this study. Leadership in MBA must foster learning, growth, and professional development. Leaders must regulate their own and others' emotions. For student and teacher interactions, leaders require self-awareness, self-regulation, empathy, and social skills. EI aids MBA program leaders with communication. High-EQ leaders communicate, listen, and provide feedback well. Their welcoming climate encourages students and instructors to speak up. Trust and belonging are needed for learning and collaboration. EQ-rich leaders can settle disagreements. MBA programs usually incorporate diverse viewpoints. Conflicts may occur. Diplomacy and empathy help high-EQ leaders resolve conflicts and preserve relationships. Harmony fosters learning and development. MBA leadership decisions are also affected by EI. Strong emotional intelligence improves leadership judgments. They evaluate numbers, emotions, and relationships. A comprehensive approach improves academic goals and decisions. MBA leadership transcends academia. Student personal and professional growth are equally vital. High EI leaders motivate and mentor. They understand the emotional impact of academic rigor and employment objectives. Leader’s guide and assist pupils emotionally. MBA program leaders need emotional intelligence. Leadership with high EI improves academic settings, communication, conflict resolution, informed decisions, and student personal and professional growth. Education and MBA achievement enhance with these attributes. Thus, MBA program directors should be chosen based on EI to meet academic community needs and lead with empathy.

“A STUDY OF SATISFACTION OF STUDENTS PURSUING MBA EDUCATION ABOUT QUALITY OF MANAGEMENT EDUCATION IN KOLHAPUR DISTRICT IN MAHARASHTRA”

Management education in India is predominately a derivative of western management thought and practice. In this decade India has witnessed a drastic change in higher education. Especially management education is witnessing an exponential growth in terms of number of institutes imparting management education which are usually termed as Business Schools or Management Institutions. Gone are the days when the education of MBA has been given traditionally and it was all about lecture method only. Today the market is changing day by day and the companies’ requirements in a candidate to recruit have completely changed. The required skills of employability are much competitive. Hence the expectations of the students of pursuing MBA education from the management institutions have changed. To survive in the long run these management institutions have to understand the expectations of the students and adopt the new methodology to satisfy the students. In this paper authors have tried to explore the present situation of management education in Kolhapur. This paper also studies the trends prevailing in management education and tries to find out how effectively the management education helps the industries as well as how does it help one to become successful entrepreneur. Further the paper tries to find out the expectations, perception and satisfaction level of the students perusing MBA education in Sangli and Kolhapur districts in Maharashtra. The researchers have tried to find out the perception and satisfaction level of the students of various variables.

Leading brand communication during crises: COVID-19 lockdown at Gautrain, South Africa

Learning outcomes The learning outcomes of this study are as follows: 1. comprehending foundational dimensions of brand equity and criteria to compare the use of traditional and new media in leading brand communication appropriateness and performance; 2. understanding and evaluating implications of leading brand communications during times of crises; and 3. creating recommendations for leading brand communication preparedness and response to crises. Case overview/synopsis On 16 August 2020, Dr Barbara Jensen Vorster, Senior Executive Manager, Communications and Marketing of the Gautrain Management Agency (GMA), in Midrand South Africa, considered her dilemma of adapting their communication approach during COVID-19 and beyond the current crisis. The GMA relied on traditional media and the crisis created an opportunity to rethink their entire communications approach. It was important to the GMA communications team to keep the Gautrain commuters connected even though they might not be using the Gautrain during the lockdown of COVID-19. Jensen Vorster believed that a brand should be adaptive and continue even when a service is not running. Jensen Vorster had to lead her communications team when they were all working from home, and they had to keep commuters informed of the requirements during the different levels of lockdown in South Africa. Their various campaigns during this time purposefully communicated with commuters and the various “staying home” initiatives with the intention of lifting spirits. The communication outreach during the COVID-19 pandemic switched over to social media communications out of necessity; however, was that ideal communication during a crisis? While most of the case focuses on this external communication, the case pays attention to some internal communication initiatives by Jensen Vorster with her own team and for the Gautrain’s staff. The question is whether brands should shift from traditional media to new media campaigns during the 21st-century crises? Students will get the opportunity to compare the use of traditional and new media during crisis times. How might they approach their brand communications during COVID-19 and in preparation for future crises? Complexity academic level Marketing and Business Communications and Leadership courses for MBA or executive education programs. Study level/applicability Masters level MBA. Research method The team of authors conducted face-to-face interviews prior to and during the lockdown in South Africa; the interviews were conducted online through Zoom. Interviews included Dr Barbara Jensen Vorster, Senior Executive Manager, Communications and Marketing of the Gautrain Management Agency and Kesagee Nayager, the Marketing and Communications Executive Manager at Bombela Concession Company. Viwe Mgedzi, Executive Manager for Knowledge Management, provided documents supporting the case. The researchers also conducted desktop research of secondary data, including media and press articles on the companies. The @Gautrain Twitter feed was very important for the researchers to investigate as part of the secondary data research, to triangulate the interview data. For example, see one of the Twitter feeds on 17 March 2020, 5:37 pm. The following Twitter feed on the Gautrain’s status confirmed the interview data: https://twitter.com/TheGautrain/status/1239938937885466633 The main resources of this case study were the interviews and the media articles to offer objective references. The authors used the following two newspaper articles to triangulate the information they gained from the interviews: BusinessTech, March 18, 2020, accessed March 8, 2021 at https://businesstech.co.za/news/lifestyle/382707/south-african-coronavirus-cases-jumps-to-116-as-a-gautrain-exec-tests-positive/ Timeslive, www.timeslive.co.za/news/south-africa/2020-03-17-staff-in-self-isolation-after-executive-tests-positive-two-gautrain-stations-chemically-decontaminated/ Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science; CSS 8: Marketing.

The Evolving Role of CFOs and the Value of MBA Education for Senior Managers

The Evolving Role of CFOs and the Value of MBA Education for Senior Managers

The intergenerational succession and financialization of Chinese family enterprises: Considering the influence of heirs' growing experience.

As a mixed-methods research in economics and psychology, this study aimed to analyze the influence from the intergenerational succession on the financialization level including asset financialization and revenue financialization, and further test the moderating effect of the heirs’ typical growing experience according to The Imprinting Theory, based on the 2009–2020 annual data of listed family enterprises of China. There were two key findings. First, the effect of Chinese family enterprises’ intergenerational succession on asset financialization was positively significant while the effect on revenue financialization was not significant, indicating that the financialization behavior has not brought about effective financial profits. Second, among the heirs’ typical growing experiences, their parents’ entrepreneurial experience during their childhood, oversea study experience, and MBA education experience had the significantly positive moderating effects on the influence from intergeneration succession to asset financialization level of Chinese family enterprises, which was an important internal mechanism for the heirs to promote the financialization process of family enterprises.

Role of the green week in the MBA curriculum

The purpose of the paper is to demonstrate the potential of experiential learning in fulfilling the role of higher education institutions in teaching and promoting an MBA education. The educational achievements of the Green Week of the MBA in Agribusiness and Commerce (AgriMBA) are highlighted and challenges and areas in need of improvement are discussed. Curriculum serves as the foundation of teaching students. While progress has been made in MBA curriculum, including economics, informatics, finance, marketing, and management, integrating these knowledge areas into experiential learning should be a key component of an MBA education. The AgriMBA provides such an integration of knowledge areas within an experiential learning environment of the Green Week. The Green Week has included 343 students representing 21 countries, six continents, and 11 universities, involved 34 case studies, and hosted by six universities during the 17 years it has been held. Although most MBA programs include case studies in their curriculum, the Green Week is unique in providing “live”, real-time case studies, where students representing multiple universities and countries come together to present their recommendations to business executives. This intensive, experiential learning opportunity exhibits how students from different cultural backgrounds are able to quickly form functional teams, apply curriculum knowledge areas, and effectively achieve this ambitious goal. JEL CODE: A23

Anatomy of entrepreneurship: Using key competencies to drive social capital acquisition and develop social entrepreneurship practices in MBA education

This research produces a content analysis of a U.S. social entrepreneurship (SE)–focused graduate management program which examines the intersection of SE key competencies and SE practices that produce avenues of accessibility for SE MBA students. This paper puts previously proposed SE key competencies in dialogue with theories of practice, identifying how curricular and practicum practices are performed through an examination of public-facing program documentation, which includes websites, social media, and curricula. Results show that social capitals are manifest in SE practices that work both internally and externally to define the SE field and foster meaningful SE education. Four patterns of practice are crucial to creating accessibility and engaging multiple stakeholders: institutional practices which instill an active and outward-facing institutional presence, practices of a student-centered organization that bridge and link entrepreneurs, valuation practices incorporating sustainability, and persistent external engagements. These findings provide a roadmap to guide management programs in creating knowledgeable and effective social entrepreneurs, and suggest that this multi-pronged approach to creating SE pathways of practice addresses the complex and pluralistic problems that lie at the core of social innovation projects.

Birthpangs of Thivra: surmounting the hurdles to launch “Dwani”

Study level/applicability The case focuses on Thivra Info Solutions Pvt Ltd, an entrepreneurial organization incubated by Prasannan (she/her) in 2017. The organization started with a mission to provide technology-based learning solutions for children diagnosed with autism spectrum disorder (ASD). Thivra Info Solutions Pvt Ltd had developed multiple offerings, including gamified learning, targeted to ASD and general ed-tech users. The firm also launched “Dwani,” the communicative-based learning app for ASD children. The initial feedback by users, parents and teachers had been encouraging. Prasannan was exploring avenues to scale the business when the Covid-19 pandemic affected all the operations.The case presents the multiple dilemmas entrepreneurial firms face in managing resources, finances, growth and product and customer focus. Students are encouraged to debate the organization strategy, product and consumer target segments and solutions to scale the business while managing frugal resources. Subject area This case study can be used in entrepreneurship, leadership, crisis management, business development, organizational behavior and technology. Case overview The case study describes the navigation of Thivra from a Generic Gamified App to its niche of catering for ASD students. The case presents the challenges presented to leadership to manage the crisis and try to grow their entrepreneurial venture. This case has been designed for use in business-to-consumer marketing or entrepreneurship, gender entrepreneurship, ed-tech-based startups, in MBA, executive MBA or executive education programs in the field. The case is suitable for those doing business in Asia, for post-graduate and under-graduate students studying business innovation, entrepreneurship, strategy and marketing. It is also appropriate for courses on gender entrepreneurship; women and crisis management; and product management. The case aims at facilitating classroom discussion on the extension of Indian-based ed-tech startups to ASD children. Expected learning outcomes Students will also be able to explore the following issues: to study the role played by a business model that withstands the competition over a long period and adopting sustainability; to describe the concept and implications of paradoxical leadership, thereby drawing its impact on business decisions; to analyze how a leader acts in terms of crisis from a startup point of view; to draw the phases and constraints of the enterprise development and compare and contrast it based on gender; to demonstrate the value to different constituents (ASD students, parents, teachers and ASD counselors) by understanding their differentiated needs and developing powerful value propositions for each. Articulating and demonstrating this value is key to gaining the buy-in of the various decision-making units; to understand how, having gained traction in one market segment (in this case, tractions with parents of ASD children), a company can develop new market segments; to study the issues and problems faced by startups in developing economies, especially the tech-based ones; and to understand the application of gamification on education and communication for ASD children. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship

Adaptation of Millennial Optimization in Organizations

The book of Managing Millennials as a whole is not arranged like a textbook that is heavy to read and study. The sentences arranged in it seem straightforward and effective and encourage readers persuasively to be able to understand millennials from a different point of view. The adaptation tips and recipes presented also have the impression of being very practical and easy to implement in a corporate and organizational environment. In the present, this book is still very relevant because millennials still dominate the employment today. In addition, the generation after millennials, namely those born above 2000, the way of handling is also still relatively the same as millennials themselves. So that managers and leaders of the organization are still recommended to read this book. The author of this book who is a military veteran but has an MBA education background, and has experience as a consultant in various companies in which there are elements of the millennial generation, tends to choose sentences with a predominance of command words that arouse the spirit of the reader. So for readers who come from among practitioners, this book is very suitable and light enough to be read repeatedly before being practiced to the real world. But for readers from academics, this book can be a short and concise reference alternative for teaching or for students who are doing research.

Marigold Beads: focused innovation in a Zimbabwean co-operative

Learning outcomes Following discussion and analysis of the case, students should be able to explore how an individual’s background affects his/her perspective on entrepreneurial opportunities; analyse leadership behaviours that support an innovation process; and understand that constraints can enhance innovation. Case overview/Synopsis This real-life case explores the main protagonist, Joni Brenner, an arts university professor at the University of Witwatersrand (Wits) in South Africa, and how over the past 10 years she worked with a group of co-operative beaders in Zimbabwe who developed hand loomed necklaces that were sold locally and internationally, placed in the African section of museum stores.The case provides an opportunity to explore the evolution of the Marigold product, the characteristics of an entrepreneur and how innovation can come from a very focused and constrained approach. Brenner’s involvement with the co-operative involved the supply of materials, design innovation and product sales. Innovation had come through focusing on the evolution of the core product, through different designs and colour combinations, learning through mistakes and through other artistic collaborations. The case concludes with Brenner questioning whether the innovation approach should be adapted to meet the needs of a potential new customer. Complexity academic level This case is appropriate for undergraduate, graduate and post-graduate, MBA and executive education students focusing on entrepreneurship, small business development and/or innovation. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management Science.

The Mechanisms of Chief Executive Officer Characteristics and Corporate Social Responsibility Reporting: Evidence From Chinese-Listed Firms.

Corporate social responsibility (CSR) strategy hinges largely on the CEO characteristics in the context of an emerging market. Based on a sample of 16,144 firm-year observations obtained from 1,370 unique Chinese-listed firms, which whether voluntarily issue CSR reports over the period 2008–2019, this paper empirically examined the impact of CEO characteristics on the likelihood of issuing CSR reports. We find that CEO age, MBA education, international experience and political ideology consciousness are positively associated with the possibility of issuing CSR reports, while a newly appointed CEO will decrease the likelihood of issuing CSR reports. Moreover, we consider a contingent factor, namely CEO power over the board, can significantly enhance the relationship between CEO age, political ideology consciousness, and the likelihood of issuing CSR reports. Furthermore, there’s no significant evidence indicating that CEO power can moderate the relationship between MBA education, international experience, and the likelihood of issuing CSR reports. Nonetheless, CEO power moderates the negative relationship between a newly appointed CEO and CSR reporting initiatives. This study attaches understandings to the extant literature that how top management characteristics can shape firm CSR strategies.

Tomato Jos: launching a tomato paste brand in Nigeria

Learning outcomes The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose, direction, objectives and consider how these might be set and used; to help students think and act in a strategic way; to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks, such as Porters 5 Forces – The attractiveness of the industry, Porter’s Generic Marketing Strategies, strengths, weaknesses, opportunities, threats analysis, the 4P’s – with a focus on product and distribution. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. Case overview/synopsis Tomato Jos (Nigeria) is a large tomato processing business in Kaduna, Nigeria. Nigeria is the second-largest producer of tomatoes in Africa, with Egypt as the largest. The country ranks 14th overall as a world producer. In Africa, and specifically Nigeria, there is a strong push to support small-scale farmers as a source of employment creation, as well as meeting the needs of food security. The CEO, Mira Mehata, is an ex-pat graduate from the USA with strong Agri sector experience. The business has received extensive support from the Kaduna Government as the business has secondary objectives to assist small-scale farmers in the region. Farmers need consistent off takers and reasonable set prices to see a return on their investment and Tomato Jos plays that role of being the middle-man. This results in less wasted produce – the bane of farmers globally. The price for fresh tomatoes is about three times that of processed tomatoes IE in paste or sauce – so that is an added challenge for farmers to see the value in processed tomatoes. The business currently has a 2% Market Share in Nigeria with a target of 10% over the next five years. The business so far has invested three billion Naira and plans a further five billion Naira over the next few years. The business is seen as a high-profile success story with a supportive eco-system with a push from both the Nigerian Government and some major private sector players example Dangote. Complexity academic level The case is intended for use in MBA and Executive education courses in Strategy, Marketing and Leadership. Supplementary materials Teaching notes are available for educators only. Subject code CCS 11: Strategy.

Research on the Promotion of International Vision of Mba Education--from a Two-Dimensional Perspective Based on Knowledge Maps and Spatial Changes

Quantitative analysis of relevant literature on international MBA field research in the Web of Science database over the past 30 years (1991-2020). From 1991 to the present, the number of research papers in this field has shown an overall increasing trend. And the result shows that the number of publications varies greatly from country to country, with the United States and the United Kingdom ranking the first and the second and the United States contributing more than a half of the total amount. However, the COVID-19 epidemic has hindered personnel exchanges and cooperation between countries, and has seriously affected the development of MBA international education in local colleges and universities. Under the normalization of epidemic prevention and control, based on the connotation and composition of the internationalization of MBA education, clarify the development direction, expand the "dual cycle" that combines domestic demand with the diversification of foreign education cooperation, and take into account the new pattern of diversified and balanced international education cooperation. In practice, explore the implementation path of improving "flexibility", driving "innovation" and promoting "local internationalization".

Moving towards agile: managing Loxon solutions’ hiring strategy, organizational development and agile transformation

Subject area This case focuses on organizational development, leadership and HR management questions. Study level/applicability This case is mainly aimed at students specialized in leadership, organizational development and HR, or in MBA and executive education. However, undergraduate students can benefit from it as well and learn about key terms related to organizational development and HR. Case overview Loxon Solutions is a Hungarian technology startup founded in 2000 that develops various software solutions for the banking industry to improve processes such as retail and corporate landing, collateral management and monitoring, among others. The company grew significantly since being founded, and from a small IT company it became a significant player in the banking software industry all around the world. However, with rapid extension comes a drastic internal transformation as well: Loxon now employs 252 people, has 5 physical offices in 2 different countries and is trying to balance an effective organizational structure and a friendly startup environment. It is clear that the company needs to adapt its previously informal structure to fit the now middle-sized organization while maintaining the current benefits of their culture. Also, they require stability and maturity which the current team consisting of mostly junior employees and the significant fluctuation cannot provide. Tamas Erni, the CEO and Kristof Farkas, the founder of Loxon are now working on these pressing issues with the company’s HR department to rethink the company’s organizational structure and policies as well as their hiring and employer branding strategies. Expected learning outcomes Students should get familiar with typical organizational structure models, the meaning of Employee Value Proposition and main KPIs related to hiring and employee retention. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: HR Management.

Love books: sustained success amidst uncertainties

Subject area: The sub field of academia that the case is designed to teach is small business development, entrepreneurship or women in business. Study level/applicability: This case is appropriate for graduate and post-graduate, MBA and executive education students focusing on entrepreneurship, small business development or women in business. Case overview This real-life case is based on interviews that took place with Kate Rogan, the co-founder of Love Books, and other stakeholders associated with the small bookselling business that is based in the suburb of Melville in Johannesburg. It describes how Rogan’s past influenced how she saw and was open to the opportunity; and how, through passion, commitment, dedication and stakeholder management, she created a business that brought meaning to her and others’ lives. Rogan’s vast experience in editing, publishing and radio influenced how she evaluated the bookstore opportunity. For the past 11 years, she focused on building a loyal customer base through knowing her customers, staying on top of current industry and market trends and constantly thinking about how she could add value through minimal financial outlay. COVID-19 further complicated her thinking about how to traditionally market and sell books to her client base. As the case concludes, Rogan wonders how to build upon the foundations of her successful bookshop and grow profitability while remaining true to her and the business’s values. Expected learning outcomes The case allows students to consider the key enablers for assessing entrepreneurial opportunities and drivers of small business growth. Following discussion and analysis of the case, students should be able to: explore how cognitive dynamics affect an entrepreneur’s evaluation of opportunities; analyze the case against the 4Cs (continuity, community, connection and command) of competitive business advantage; evaluate building blocks for sustainable business profitability; and assess and recommend different learnings for entrepreneurs and small business owners. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management Science.