Case-Study Digitalised Repository (CDR)
Real world business scenarios for the classroom
Teaching cases at the Management and Leadership Case Study Centre, Universiti Utara Malaysia, allow students to tackle real-world challenges, honing their skills for the workplace. Specializing in emerging markets, the center aims to increase digital access and usage of its case studies globally, benefiting both local and international educators.
Full Version of Case Studies are available for purchase
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Please use this identifier to cite or link to this item:
http://cdr.uum.edu.my/jspui/handle/123456789/12Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Che Sobry, Abdullah | - |
| dc.contributor.author | Mohtar, Shahimi | - |
| dc.contributor.author | Ahmad, Azhar | - |
| dc.contributor.author | Shafee, Mohd Imran Khusairi | - |
| dc.contributor.author | Abidin, Rahimi | - |
| dc.date.accessioned | 2019-10-31T05:43:38Z | - |
| dc.date.available | 2019-10-31T05:43:38Z | - |
| dc.date.issued | 2013 | - |
| dc.identifier.other | TC014-1 | - |
| dc.identifier.uri | http://cdr.uum.edu.my/handle/123456789/12 | - |
| dc.description | This case was written by Che Sobry Abdullah, Shahimi Mohtar, Azhar Ahmad, Mohd Imran Khusairi Shafee and Rahimi Abidin, UUM College of Business. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. | en_US |
| dc.description.abstract | This case presents the perspective of a Malaysian construction company, KLIA Premier Holding Berhad which was in the process of completing a mega project with very limited time. The project came into being in the late 1990s, to relieve the strain on the existing Sultan Abdul Aziz Shah Airport. KLIA is currently designed to handle around 25 million passengers and one million tonnes of cargo a year. It is to be developed in three phases, building up to a final capacity of 100 million passengers per annum. Only the first phase is under consideration here. The company had to confront with time constraint to complete and operate the mega scale project within 6 years from point of decision to build-normal 10-12 years. At the beginning of the project was the company. To achieve these objectives, it was important for the company to have innovative strategies in managing the project. | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | IMBRe | en_US |
| dc.subject | Business resilience | en_US |
| dc.subject | Nation building | en_US |
| dc.title | Decision making approaches in project management: a study in the Malaysia construction industry | en_US |
| dc.type | Other | en_US |
| dc.epay.url | http://epay.uum.edu.my/go.php?billcode=CDRCASE&productid=TC014-1 | - |
| Appears in Collections: | Cases in CDR | |
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