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Strategic Management Text and Cases, 10th Edition By Gregory Dess, Gerry McNamara All Case
Strategic Management Text and Cases, 10th Edition By Gregory Dess, Gerry McNamara All Case
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, All Cases ForStrategic Management Text and Cases, 10th Edition By Gregory Dess, Gerry McNamara, Alan
Eisner, Seung-Hyun Lee and G.T. (Tom) Lumpkin
Cases 1-38
Teaching Note
Case 1 — Robin Hood
Case Objectives
1. To provide an introduction to the conceptual framework of strategic management using a
non-business situation.
2. To introduce students to the process of problem identification and potential solution
analysis that will be used in case discussions throughout the semester.
See the table below to determine where to use this case:
CASE OBJECTIVES TABLE
Chapter Use Key Concepts
1: Strategy Concept Leadership for strategic management; sustainable competitive
advantage; vision, mission, strategic objectives; external
environment; internal environment; efficiency vs. effectiveness;
stakeholder management
Case Synopsis
Robin Hood and his Merry Men are now in trouble because wealthy travelers (their source of
revenue) are avoiding the forest. As is often common in an entrepreneurial organization, the
Merry Men were highly motivated by Robin Hood‘s leadership. Therefore, Robin had previously
relied on informal communication to organize and implement operations. Robin is pleased with
the growing size and influence of his organization. However, growth has meant that specialized
duties have begun taking up most of the men‘s time, leaving a command vacuum between Robin
and the first line recruits. In addition, they are now all located in a large encampment that can be
seen for miles. This creates the probability of a surprise attack on their position. Growth has also
put great pressures on resources, so now they must harvest the forest more thoroughly. Where
will additional revenue come from? Rich travelers are avoiding the forest, so in desperation
Robin is considering robbing the poorer travelers, which means his lieutenants must now tell
their men to rob their brothers and fathers. What started as a rebellion is in danger of being
routinized into banditry. Robin must therefore begin to evaluate the Merry Men‘s mission in
view of the changing environment. Should it still be an extension of his private grudges and
aspirations? Has the organization acquired a new mission, if so what is it? Who are the key
stakeholders here? On whose behalf should the organization formulate its mission?!
Copyright © 2021 McGraw-Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution
permitted without the prior written consent of McGraw-Hill.
,Teaching Note Case 1: Robin Hood
Teaching Plan
Most students are familiar with the Robin Hood story, so it‘s possible to ask them to read this
short case in class during the first or second class meeting. Either use the PowerPoint slides or
ask the discussion questions directly. As students respond, either write answers on the board or
refer to the PowerPoint slide answers.
It‘s up to the instructor whether or not to assign Chapter 1 prior to discussing the case. If the case
is read before the chapter is read, then the instructor has the option to ask students, when they do
read the chapter, to identify the concepts in the chapter that they recognize from the case
discussion and come to the next class prepared to share what they recognized. If the case is
discussed after students have read Chapter 1, the instructor can ask students to identify what
concepts apply from the chapter.
Summary of Discussion Questions
Below is a list of the suggested discussion questions. You can decide which questions to assign
and which additional readings or exercises to include to augment each discussion. Refer back to
the Case Objectives Table at the beginning of this Teaching Note to identify any additional
readings and/or exercises so they can be assigned in advance.
1. What is the purpose of strategy?
2. What strategic problems does Robin Hood have?
3. What is the role of the organizational leader as strategist and articulator of global goals?
4. What are some issues in this organization‘s external environment?
5. What is the relationship of the organization‘s internal structure to its environment?
6. How do stakeholder values or culture influence strategy making?
7. What strategy can Robin Hood implement?
Discussion Questions and Responses
Chapter 1: Introduction and Analyzing Goals and Objectives
1. What is the purpose of strategy?
Strategy is all about the ideas, decisions, and actions that enable a firm to succeed. See Chapter
1, Exhibit 1.1: Strategic management consists of the analyses, decisions, and actions an
organization undertakes in order to create and sustain competitive advantages:
● strategy directs the organization toward overall goals and objectives;
● includes multiple stakeholders in decision making;
● needs to incorporate both short-term and long-term perspectives;
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Copyright © 2021 McGraw-Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution
permitted without the prior written consent of McGraw-Hill.
, Teaching Note Case 1: Robin Hood
● recognizes tradeoffs between efficiency and effectiveness.
Strategic management involves:
● Analysis of strategic goals (vision, mission, strategic objectives), and of the internal and
external environment;
● Decisions – Formulation about what industries to compete in and how to compete in
those industries; and
● Actions – Implementation to allocate necessary resources and design the organization to
bring intended strategies to reality.
An interesting question that the instructor can ask at this point is: What business is Robin Hood’s
organization in? Some students might say philanthropy, some might say robbery. The answers to
this question will help students understand the importance of vision and mission: the leader must
have a clear idea of the purpose of the business, and with whom it competes, in order to craft
strategy. If the business is robbery, there are different competitors, like highwaymen.
2. What strategic problems does Robin Hood have?
If strategy is all about the ideas, decisions, and actions that enable a firm to succeed, what might
Robin Hood need to assess as he ponders his likelihood of future success? As Robin Hood‘s
organization has grown, food resources are becoming scarce and it has encountered a profit
squeeze: revenue is down, and costs are rising. In addition, there are cracks in the culture of the
organization; as the organizational membership has increased, discipline problems have
emerged. The original business model of ―robbing the rich and giving to the poor‖ appears to be
no longer viable, and the ―competition‖ from the Sheriff is growing stronger as the Sheriff
increasingly uses his ―alliances‖ and connections with Prince John to get better organized. In
addition, ―new entrants‖ into the Sherwood Forest environment, the barons, are proposing that
Robin join with them to restore King Richard. If this happens, Robin Hood‘s mission may no
longer be relevant because the need to restore ―justice‖ may no longer exist.
Issues that need to be addressed include:
● Has Sherwood Forest become too small to sustain operations?
● How to avoid detection of the now ―major encampment‖?
● What to do about the growing strength of the Sheriff‘s forces?
● How to address organizational communications and redefine the leadership focus?
Decisions that need to be made include:
● Should Robin Hood impose a fixed transit tax in order to increase revenue?
● Should Robin Hood kill the Sheriff?
● Should Robin Hood accept the barons‘ offer to join in freeing King Richard?
Consequences to be considered include:
● What might happen if Robin expanded operations beyond Sherwood Forest?
● Does the change in the external environment mean that the original mission is no longer
valid?
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Copyright © 2021 McGraw-Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution
permitted without the prior written consent of McGraw-Hill.
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