Bixby Casebank for COBE Faculty2

7/28/2019 Bixby Casebank for COBE Faculty2

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COBE CASEBANK

ETHICS, CORPORATE SOCIALETHICS, CORPORATE SOCIALETHICS, CORPORATE SOCIALETHICS, CORPORATE SOCIAL

RESPONSIBILITY, ANDRESPONSIBILITY, ANDRESPONSIBILITY, ANDRESPONSIBILITY, AND

SUSTAINABILITY ISSUES IN BUSINESSSUSTAINABILITY ISSUES IN BUSINESSSUSTAINABILITY ISSUES IN BUSINESSSUSTAINABILITY ISSUES IN BUSINESS

The following document contains a brief description of some 75 cases dealing with theabove-mentioned issues in a business context, divided into separate categories, which representthe main substantive area involved in the case. Several of the ca1ses involve issues which crossthe boundaries of different disciplines and are listed two or2 three times. These cases can all beaccessed and viewed for free (by faculty, after registration) at the CasePlace website.http://www.caseplace.org/ Many of the cases also have a teaching note, which gives helpful

suggestions for preparing and teaching the case. Then if the instructor wants to use the case inclass, generally the rights must be purchased from the university which developed the case,although some are free to use.

Accountancy

1. The IASB at a Crossroads: The Future of International Financial ReportingStandards

Source: Harvard Business School

Year: 2011Number of pages: 33Authors: Karthik Ramanna, ; KarolMisztal; Daniela Beyersdorfer

Abstract:What are the major challenges to the continued growth of IFRS worldwide? Should countries

be encouraged to pursue "full adoption" of IFRS or should each country determine its own IFRS"convergence" strategy? Given the limitations of governance and information-intermediationinstitutions worldwide, should IFRS limit the use of fair-value accounting? How should theIASB respond to the growing power of emerging markets such as China in international standardsetting? What lessons can be learned from the growth and development of IFRS for international

harmonization of corporate governance standards more broadly? This case first describes theIASB's major accomplishments over the 2001-2010 period and then outlines the majorchallenges to the continued growth of IFRS as it enters its second decade.Download: http://www.caseplace.org/d.asp?d=6065

11samasama

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2. Batson International, S.A. (A, B, C)Source: Harvard Business SchoolYear: 2010

Number of pages: 8, 2, 3Author: Hawkins, David F.

Abstract:Management seeking to make up a shortfall in interim period earnings is seeking an

accounting solution to close the gap. Helps students gain an understanding of interim financialreporting practices under U.S. GAAP and IFRS, as well as discuss ethical issues involved in thecase.Download: http://www.caseplace.org/d.asp?d=5805

This case is available for purchase from Harvard Business Publishing Case #: 111023,111024, 111025

3. Asis ElectronicsSource: Richard Ivey School of BusinessYear: 2011Number of pages: 3Authors: Lane, Henry W.; Wesley, David T.A.

Abstract:The controller for Asis Electronics, a subsidiary of a European-based corporation, became

concerned that Asis may have over-invoiced the government. After he is asked to sign the annualcompliance document he must decide whether or not to report the irregularities through

established protected communications channels that ensured confidentiality. The case is usedin conjunction with International Farm Equipment Co., product #9B11M056, to introduce theForeign Corrupt Practices Act (FCPA) and discuss its impact on corporations and managers.Download: http://www.caseplace.org/d.asp?d=6259

4. The Benefits and Costs of Corporate Social ResponsibilitySource: Business HorizonsYear: 2010Number of pages: 9Authors: Maines, Laureen A.; Sprinkle, Geoffrey B.

Abstract:Our goal in this article is to provide some guidance for organizations that wish to assess thebenefits and costs of CSR. Knowledge of these benefits and costs can inform managers'decisions on their companies' positions on CSR and provide input on CSR endeavors. Becauseaccounting plays a vital measurement role in organizations, we focus on the interplay betweenaccounting and corporate social responsibility.


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This item is available for purchase from Harvard Business Publishing Reference #: BH399

5. The Investment Bank Job: The U.S. Securities and Exchange Commission

v. Goldman SachsSource: Kenan Institute for Ethics at Duke UniversityYear: 2011Number of pages: 18Author: Schrieber, Andrew

Abstract:On April 16, 2010, the Securities and Exchange Commission (SEC) charged Goldman Sachs

and Vice President Fabrice Tourre with defrauding investment client ACA Management LLC(ACA) through the preparation and marketing of a financial product linked to subprime, orsecond-rate, mortgages. This financial instrument, entitled Abacus 2007-AC1 (Abacus), had

been created specifically for an institutional client, John Paulson, the manager of the hedge fundPaulson & Company. When Goldman traders met with ACA they presented an array of possiblemortgage investments from which ACA could select. As was made apparent in the subsequentS.E.C investigation, however, during its interactions with ACA, Goldman deliberately misled thecompany to believe that Paulson & Company was also investing in Abacus. In actuality, Paulson& Company was making the opposite investment wager, with the expectation that Abacus wouldlose money. Paulsons firm, with Goldmans assistance, was betting that the housing marketwould collapse.

Coming on the heels of the financial crisis, this behavior epitomized to many the erosion ofintegrity within the financial industry that had occurred following the regulatory reforms in the1980s and late 1990s. Observers point to a number of changes over those decades that

contributed to a fundamental, and negative, shift in internal practices and organizational culture.These changes include a shift from the partnership model toward the publicly traded bank and aloosening of governmental regulatory reins. This case study examines the evolution of themodern financial industry and the organizational and structural shifts within Wall Street banksthat led to the case against Goldman Sachs.Download: http://www.caseplace.org/d.asp?d=6126

This item is available from The Kenan Institute for Ethics. A Teaching Note is alsoavailable

6. South Side Restaurant's Low Carbon Wine ListSource: Richard Ivey School of BusinessYear: 2011Number of pages: 12Author: Valente, Michael


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Abstract:The owner of South Side Restaurant, a mid-upper class restaurant located in Chicago,

Illinois, must decide which of the three bottles of wine to add to the restaurant's wine list. Giventhe restaurant prides itself on its environmental and social positioning and that its consumershave come to expect performance in this area, the wine's carbon footprint represents an important

decision criterion. South Side Restaurant is a for-profit restaurant and the owner must balancethis environmental criterion with short- and long-term financial return.This case assists students in understanding the business and supply chain implications of

climate change and how to incorporate climate change risk into business decisions. Studentshave to calculate the carbon footprint of the three bottles the owner is considering and work thisin to their decision. Students will need to decide which bottle of wine to choose by consideringboth environmental and financial criteria and the impending effect of the former on the latter.The case is intended for an 80-minute class and is particularly relevant in a supply chainmanagement course, and environmental accounting course or a general management coursecovering business decision-making. The case is also valuable for specialized courses such asbusiness and sustainability, corporations and society, business and climate change and business

ethics.Download: http://www.caseplace.org/d.asp?d=6200

Business Ethics--General

1. Exit Strategy (A)Source: Harvard Business SchoolYear: 2011Number of pages: 10Authors: Rose, Clayton; Lelchuk, Justine

Abstract:Jeff Brown wondered whether now was the right time to call his boss, and friend,

Bernard Tubiana. Brown was a rising star at Deloitte Consulting and three weeks into animportant project for Aflac. He was about to receive an offer from Aflac's major competitor,Colonial Life, to become its Chief Marketing Officer, a fact that could cause problems with hisboss and jeopardize his bonus. Explores the practical and ethical issues involved in consideringhow best to exit a service-oriented firm when there are substantial client conflict issues.

This item is available for purchase from Harvard Business Publishing Reference #:311075

2. Ten Things You Can Do to Avoid Being the Next Enron

Source: Ethics Resource CenterYear: 2009Authors: Brown, Jerry, Dr. Stuart Gilman, Dr. Patricia Harned, Frank Navran


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3. Business Schools: A Failing Grade on EthicsSource: Business Week

Year: 2009Author: Gentile, Mary C.

Abstract:Whether you were among those who lauded the clarity of President Barack Obama's

inaugural address, or those who bemoaned the lack of "quotable quotes," most listeners heard hiscall for an "era of responsibility" loud and clear. In fact, when he turned to the topic uppermoston our minds the economic downturn he plainly stated that our current woes are the resultnot only of "greed and irresponsibility on the part of some," but also, and more importantly forour path out of this mess, the "collective failure to make hard choices" by the rest of us.Interestingly, this analysis is the blueprint for redressing what has gone wrong in business

education over the past decades.

Download Case Here:http://www.businessweek.com/bschools/content/feb2009/bs2009025_129477.htm

4. Business Ethics as Competitive Advantage for Companies In theGlobalization Era

Year: 2006Number of pages: 8Author: Azmi, Rania Ahmed

Abstract:Companies are dedicated to being sustainable organizations through building long-term

shareholder value while being a responsible corporate citizen. It is globally believed that the onlyway to achieve that is to incorporate economic, social and environmental codes of conduct intobusiness strategy. Furthermore, global expansion has brought about greater involvement withdifferent cultures and socioeconomic systems. With this development, ethical considerationsbecome more important. Thus, the importance of building a strong ethical culture is integral tothe reputation, growth and finances of any organization. It builds a brand that attracts the besttalent and creates trust among the stakeholders. Although companies are primarily businessorganizations run for the benefit of shareholders, they have a wide-ranging set of responsibilities

to their own suppliers, customers and employees, to the communities in which they are located,and to society at large. Most corporations recognize these responsibilities and make a seriouseffort to fulfil them while trying to utilize their business ethics as a source of competitiveadvantage. This has been defined as the hidden logic of business ethics. This research willexplore the growing issue of business ethics particularly as a competitive advantage. We willalso analyze business ethics as a threat to business competitiveness, when ethical failurediminishes the reputation of a company and its products, locally and globally. In certain markets


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companies records of positive or negative ethical conduct determine their licence to operate insome marketsDownload: Business Ethics as Competitive Advantage.pdf

5. Survey: CEOs See Sustainability Shifting From Discretionary Choice to

Corporate PrioritySource: In Good Company: Vaults CSR BlogYear: 2010Number of pages: 4

Abstract: (no abstract but Bixby has the article)

6. Blowing the Whistle on Workplace Misconduct

Source: Ethics Resource CenterYear: 2010Number of pages: 16

Download Case Here:Business Ethics Generally\ERC--WhistleblowerWP.pdf

7. Ethics Toolkit

Source: Ethics Resource Center

A series of cases, articles, etc.

8. Teaching Ethics, Heuristics, and BiasesSource: Journal of Business Ethics EducationYear: 2004Number of pages: 15Author: Prentice, Robert

Abstract:Although economists often model decision makers as rational actors, the heuristics and

biases literature that springs from the work of Nobel Prize winner Daniel Kahneman and his late

colleague Amos Tversky demonstrates that people make decisions that depart from the optimalmodel in systematic ways. These cognitive and behavioral limitations not only cause inefficientdecision making, but also lead people to make decisions that are unethical. This article seeks tointroduce a selected portion of the heuristics and biases and related psychological literature, tohighlight its implications for ethical decision making, and to serve as the basis for a lecture thatcould inform students regarding these matters. If business actors are on guard against errors intheir own decision making processes, perhaps they can avoid some of the ethical pitfalls thatrecently put Enron and so many other companies in the news.


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9. Building the Business Case for Ethics

Source: Business Roundtable Institute for Corporate EthicsYear: 2006Number of pages: 15Author: Krehmeyer, Dean, Joshua Margolis, James WalshAbstractThis report, from a respected organization composed of executives of the largest multinational

corporations, describes and examines the results of many studies concerning the relationshipbetween a corporations emphasis on ethics and social responsibility and its financial success,and finds that a positive relationship has been found in the great majority of studies.

A PDF version of this document can be found on the Institute Web site at:

http://www.corporate-ethics.org/pdf/business_case.pdf

10. The Shakedown: Should Customer Strategy Solutions Pay Off the TaxOfficials?

Source: Harvard Business ReviewYear: 2005Number of pages: 5Author: Bodrock, Phil

Abstract:Customer Strategy Solutions, a California-based developer of order fulfillment systems,is facing a shakedown. Six months after the firm's CEO, Pavlo Zhuk, set up a softwaredevelopment center in Kiev, local bureaucrats say the company hasn't filed all the tax schedulesit should have. Moreover, Ukrainian tax officials claim that the company owes the governmenttax arrears. Zhuk is shocked; he and his colleagues have done everything by the book.

This isn't the first time Zhuk has encountered trouble in Ukraine. In the process of gettingthe development center up and running, a state-owned telecommunications utility had made itdifficult for Zhuk to get the phone lines his company needed. Senior telecom manager VasylFeodorovych Mylofienko had told Zhuk it would take three years to install the lines in his office--but for a certain price, Mylofienko had added, the lines could be functioning the following

week. Even as the picture of rampant bribery and corruption in Ukraine becomes clear, Zhukstill doesn't want to pull out. Of Ukrainian descent, he has dreams of helping to modernize thecountry. By paying his programmers more than they could make at any local company, he hopesto raise their standard of living. And yet, he isn't sure he can keep compromising his principlesfor the sake of the greater good. Should Customer Strategy Solutions pay off the Ukrainian taxofficials?


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Commenting on this fictional case study are Alan L. Boeckmann, the chairman and CEOof Fluor Corp.; Rafael Di Tella, a professor at Harvard Business School; Thomas W. Dunfee, theKolodny Professor of Social Responsibility and a professor of legal studies at Wharton; andBozidar Djelic, the former finance and economy minister of Serbia.Download: http://www.caseplace.org/d.asp?d=618

Business & Society & Stakeholders

1. PepsiCo's Turning Point: Establishing a Role in a Sustainable SocietySource: Richard Ivey School of BusinessYear: 2011Number of pages: 22Author: Valente, Michael

Abstract:

In early 2011, PepsiCo, one of the world's largest food and beverage companies, isundergoing immense criticism for its role in social and ecological issues associated with the foodsystem. Major health issues including obesity, heart disease and diabetes, not to mentionenvironmental issues, such as excessive packaging and waste, have encouraged PepsicCo's chiefexecutive officer (CEO) to rethink the company's strategy. The CEO feels that PepsiCo has a"responsibility to develop solutions to key global challenges, such as obesity." Doing so wouldrequire a deep reflection of PepsiCo's positioning in the marketplace in light of the manyproducts they provide that currently contradict this very objective.

The case chronicles the overarching incommensurability of the interests of the food andbeverage industry and those of society. Written for courses in business strategy, business andsociety, and marketing, the case describes the motivations of companies such as PepsiCo to

overcome the underlying growth constraints of the food industry, the result of which hasprecipitated an onslaught of social and ecological issues seen in today's society. The case pushesstudents to flesh out strategic alternatives for PepsiCo that vary based on the degree to whichfinding solutions to social and ecological issues become central to their core strategy.

Download: http://www.caseplace.org/d.asp?d=6135

2. Privacy Issues and Monetizing TwitterSource: Richard Ivey School of BusinessYear: 2011Number of pages: 17Authors: Compeau, Deborah; Haggerty, Nicole R.D.; Fraiha, Shady

Abstract:It was early 2010, and the Twitter Trio, the founders of Twitter, were faced with a

changing market situation and a pressure to make money. Twitter was a free service that hadbeen operating without a viable business plan since 2006. In early 2010, Twitter was still notmaking enough money and it was time Twitter showed real return on investment. The trio had to


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decide on a business model that was competitive. There was a data mining project that couldbring all the funds Twitter needed to stay in business, make profit and compete with others.However, the founders were concerned that this project might be perceived to intrude on users'privacy, even in a company that was founded on the basis of sharing information publicly.

3. Samarco: The Role of Businesses in Empowering PeopleSource: Social Enterprise Knowledge NetworkYear: 2011Number of pages: 24Authors: Fischer, Rosa Maria; Borba, Paulo Da Rocha Ferreira; Mendonca, Luciana Rocha de;Bose, Monica; Novaes, Elidia Maria

Abstract:Samarco produced iron ore pellets used for making steel. In 2003, the company had a

17% share of the global market of the product. At the time it had 1,286 employees, split between

its units in Germano, in the State of Minas Gerais, and Ponta de Ubu, in the State of Esp ritoSanto.The two units were linked by an ore conveyor 396 km long, with a maximum carryingcapacity of 15.5 million tons a year. The company's mission was "to be a Brazilian supplier ofhigh quality iron for the global steel industry, creating value for all its stakeholders". In line withthis guideline, between 1997 and 2003, Samarco coordinated and financed the Bento RodriguesPopular Environmental Education program. The aim was to contribute to the development of thecommunity living in the Bento Rodrigues district, by gaining the commitment of the residents foridentifying community problems and seeking solutions that might increase local development. Inspite of the reach of concrete results, after the end of the direct intervention undertaken by thecompany, a decline in the participation of the community was perceived, along with thediscontinuity of the actions begun. In 2003, the need to build a second ore conveyor provided

Samarco with a new opportunity for interacting with the communities. Its prior experience withthe Bento Rodrigues Popular Environmental Education Program caused the EnvironmentManager to propose a new social project concept for the company, called the SocialResponsibility Education and Communication Program - PROECOS. This program, to beimplemented in partnership with GAIA (Group for Interdisciplinary Application to Learning)had broad objectives: to improve the company's image; to involve the communities in thepreparation of sustainable social-environmental projects and to build a network of partners formeeting local demands and proceeding with development actions after the end of the company'sinvolvement in the Program.

For other managers, however, simpler technical projects had achieved more satisfactoryresults and would be more in line with the company's business strategy. So, why not continue to

pursue projects already tried and tested rather than betting on such extensive and complex ones?These fierce internal controversies culminated in a dilemma as to whether or not the company'sway of operating socially should be changed.Download: http://www.caseplace.org/d.asp?d=6201


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4. Suncor's Political Role in Fort McMurraySource: Richard Ivey School of BusinessYear: 2011Number of pages: 12Author: Valente, Michael

Abstract:In the midst of massive growth in the oil sands, Suncor's chief executive officer (CEO) is

growing concerned about the local government's inability to cope with unprecedented growth ofoils sands development in Fort McMurray, Alberta. Crime, prostitution, drug use, socialinequality and ecological deterioration have begun to cripple Fort McMurray and thesurrounding area largely because the local government has been unable to support the massivegrowth with appropriate public services and environmental protection. As part of a major oil andgas company in the region, the CEO is aware of the harsh lessons learned by Shell in Nigeria in1995, where the company's reluctance to get involved in political activities led to a massiveboycott and tarnished reputation. The CEO is concerned that inaction may hold Suncor complicit

in the social and ecological issues in the region.The case illustrates the need for companies to take on political responsibilities, in thiscase through the active engagement of addressing public service gaps. Written for courses inbusiness and society, stakeholder engagement, public administration, public-private partnerships,strategic management, and negotiations, the case chronicles the motivations of companies suchas Suncor to address public service gaps to avoid negative impacts on the firm. Students engagein a role-play representing six different stakeholders, the objective of which is to begin a processof engagement to collectively address the social and ecological issues plaguing the region. Thecase helps students recognize the growing prevalence of private sector involvement in politicalaffairs and the difference between stakeholder management of and stakeholder engagement withseemingly adversarial stakeholders, the latter of which is critical to collaboratively respond to the

complexity of sustainable development.

Corporate Social Responsibility

1. Tata: Leadership With TrustSource: Richard Ivey School of BusinessYear: 2010Number of pages: 31Author: Branzei, Oana

Abstract:The case illustrates the opportunities, challenges and trade-offs involved in the design,evolution and institutionalization of corporate social responsibility (CSR) and corporatesustainability (CS) within the Tata Group an India-based indigenous multinational enterprise(MNE) with a unique 140-year old commitment to the community as the key stakeholder ofbusiness. Despite the 2008-2009 global recession, the Tata Group topped the economic valuecreation charts. In 2008-2009, the Group had grossed US$70.8 billion in revenues; 64.7 per centof the Groups revenues were now coming from outside India. Its 96 independent companies


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spanned seven sectors: information systems and communications, engineering, materials,services, energy, consumer products and chemicals. Economic turbulence had put a break onsocial and environmental investing for many other companies, but renewed Tata Groupscommitment: the Group had recently revised its charitable giving, adopted a group-wide climatechange policy, and separated its mandatory and voluntary initiatives. The case deals with the

intricate connections between the Groups profitability and competitiveness on the one hand andits long-standing tradition of social responsibility on the other. It explores value-creation,leadership, ethics and sustainable development on the backdrop of rapid internationalizations andshifting stakeholders' expectations for corporate social responsibility.Download: http://www.caseplace.org/d.asp?d=5014

2. Accepting Responsibility Responsibly: Corporate Response in Times ofCrisis

Source: Ethics Resource CenterYear: 2011

Number of pages: 26

3. Winds of Change: Corporate Social Responsibility in ChinaSource: Ivey Business JournalYear: 2011Number of pages: 4Authors: Sarkis, Joseph; Ni, Na; Zhu, Qinghua

Abstract:Chinese companies are not the standard setters when it comes to Corporate Social

Responsibility. But, contrary to many published reports, they are implementing and followingbest practices, some of which Western companies have been using for some time. These authorsoffer an up-to-date assessment of the successes and frustrations of CSR in China.

4. Solutions Care Association: Developing an Integrated CSR StrategySource: Richard Ivey School of BusinessYear: 2011Number of pages: 19Author: Veleva, Vesela

Abstract:This case focuses on Solutions Care Association (SCA) - a nonprofit health care

organization established in 2000, which quickly became a leader in environmental stewardshipand social responsibility. With headquarters in Glenbrook, Nevada, the company had a strongmission and socially responsible culture, which helped attract talent and launch social andenvironmental initiatives. Despite its numerous achievements and awards, however, there waslimited awareness internally and externally about these initiatives and their impact on business


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and society. In addition, the company did not have a comprehensive way to track and reportthese achievements.

As an emerging leader of the integrated health care plan in the United States, SolutionsCare Association had both the responsibility and the opportunity to be a model of what Americanhealth care should look like. With growing concerns and scrutiny of the health care industry,

there was no better time for Solutions Care Association to continue to strengthen its leadershipposition in addressing key social and environmental problems, such as providing affordablehealth care, reducing climate change impacts, phasing out toxic chemicals and creating a safe,culturally sensitive and supportive environment for employees, patients and suppliers.

The overall goal of the case is to use the provided information from a comprehensivecompany assessment to identify a few key areas where Solutions Care Association can focus anddemonstrate industry leadership while also supporting the bottom line. A set of key questions isincluded to guide students' discussion around critical issues for building an integrated CSRstrategy for Solutions Care Association, considering its culture, structure and present level ofcorporate citizenship management.

5. Esquel Group: Building a Sustainable Partnership with Cotton Farmers inXinjiang (A, B)Source: Harvard Business SchoolYear: 2010Number of pages: 9, 7Authors: Sebenius, James K.; Qian, Cheng

Abstract:Esquel Group, leading manufacturer of quality shirts, sought to negotiate long-term

partnerships with often-exploited farmers in Xinjiang (western China) to procure a superiorcotton variety. Seeking to secure a large supply of specialty cotton in an ethical and sociallyresponsible fashion, Esquel undertook a major 2002 initiative to negotiate value-creatingcontracts among itself, local Xinjiang municipal governments, and cotton farmers. Aware thatcontract enforcement in China can be challenging, Esquel offered the region's poor, often-suspicious farmers attractive advanced financing, guaranteed minimum pricing, and othergenerous terms in return for an agreement to sell their crop exclusively to Esquel. The caseconcludes with the specialty cotton harvest shaping up as very good while demand for thepremium cotton fiber appears to be stronger than ever.

6. UBS and Climate Change: Warming Up to Global Action?Source: Harvard Business School PublishingYear: 2007Number of pages: 18Authors: Oberholzer-Gee, F; Reinhardt, Forest; Raabe, EAbstract: Marco Suter, Executive Vice-chairman, UBS Board of Directors, carefully studied thechart on his desk. It showed the public commitment of major financial institutions to helpmitigate global warming. Evidently, UBS lagged behind its competitors. The graph was part of a


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report that environmental specialists and senior executives at UBS had compiled. It suggested thecompany adopt a more progressive policy on climate change. Suter thought about the optionsthat the working group had generated. These ranged from stabilizing the company's currentcarbon emissions to complete carbon neutrality. The UBS Corporate Responsibility Committeewould meet early next week. Suter wondered which option he should support. The teaching

purpose is to decide whether UBS should go beyond its legal obligations to help mitigate climatechange. Allows discussion of the likely strategic effects, if any, and the desirability ofcommitting a company to standards that are more stringent than what is required by law. There isalso an interesting question as to how UBS should reduce carbon emissions if it chooses to do so.Many environmentalists would like companies to reduce their energy consumption, but for UBS,it would be more cost-effective to purchase carbon certificates that are traded in over-the-countermarkets.

ALERT: Also relevant to CSR issues are the previously listed cases: Samarco,CEOs See Sustainability as a Priority, and The Business Case for ethics

Economics

1. Renewable Energy in China: A Necessity, Not an AlternativeSource: Knowledge at WhartonYear: 2009Number of pages: 4Author: Chen, Joshua, Walter Czarnecki, Emily Di Capua, Mark Julien, Kathie Koo, and DenisZaviyalov

2. The Rent-to-Own IndustrySource: Richard Ivey School of BusinessYear: 2004Authors: Keim, Gerry; Schuler, Doug

Abstract:The rent-to-own industry is a four billion-dollar industry that rents appliances, furniture

and electronic goods to customers. There is a potential threat to the rent-to-own industry as aresult of an article in a national newspaper that accused the industry of taking advantage of poorconsumers. Law makers and politicians were becoming active on the issue and the industry must

formulate a response. Would the public really care enough about the rent-to-own industry fornew laws to be passed that would change their operations? This case deals with the relationshipbetween business, government and society and implications of public perception.

3. Denmark: Globalization and the Welfare State


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Source: Harvard Business SchoolYear: 2010Number of pages: 24Authors: Daemmrich, Arthur A.; Kramarz, Benjamin

Abstract:This case describes how Denmark has balanced the impacts of globalization, includingoutsourcing and movement of labor with its social welfare offerings. Reforms implementedduring the past two decades drove down unemployment, promoted new company formation, andput the country at or near the top of international polls on the ease of doing business. The casedescribes how Danes forged a consensus that embraced international trade and outsourcing whilesupporting continuous upgrading of workplace skills. In April 2009, the new Prime Minister,Lars L kke Rasmussen, is balancing short-term responses to a global recession against longer-term planning for the Danish labor market and macroeconomy. Can Denmark keep its bordersopen to the free movement of goods, services, and labor while also sustaining the breadth of itswelfare offerings?

4. Monsanto Europe (A, B)Source:Richard Ivey School of BusinessYear:2009Number of pages:15, 7Authors:Wesley, David T.A.; Lane, Henry W.; Spital, Francis

Abstract:Monsanto, one of the world's largest producers of commodity chemicals, had decided to focus itsoperations on the biotechnology and pharmaceutical industries. The first shipment of geneticallymodified soybeans arrived in Europe in November of 1996. Genetic engineering promised to

reduce the use of pesticides and curtail world hunger. Therefore, Monsanto was dismayed at thepowerful opposition that developed over the next few years. A series of food safety concerns, theforemost being mad cow disease, only added to consumer skepticism. The company mustexamine its strategy and the relationships with key stakeholders (including governments,farmers, industry groups, environmentalists, grocers and consumers). The (A) case providesbackground on Monsanto, their corporate strategies and the climate in which they introducedgenetically modified products in the United States and Europe. The supplement Monsanto (B),product 9B02A008, focuses on the roles of government and other regulatory bodies in theacceptance of genetically modified products.

Employment

1. An Intern's DilemmaSource: Harvard Business SchoolYear: 2011Number of pages: 3Authors: Sucher, Sandra J.; Preble, Matthew

Abstract:


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An HBS student is asked to misrepresent himself during the course of his summerinternship by his employer in order to obtain data from industry competitors. Demonstrates anethical dilemma faced during summer employment and how it was resolved.

This item is available for purchase from Harvard Business Publishing Reference #: 611041

2. An English Teacher in South KoreaSource: Richard Ivey School of BusinessYear: 2011Number of pages: 5Authors: Fitzsimmons, Stacey R.; Shantz, Paul

Abstract:Bert took a position to teach English in South Korea after graduating with his business

degree from a Canadian University. It was his second time teaching English in South Korea, andsince he had a fantastic experience the first time, he took a second position without doing a lot of

due diligence before arrival. Soon, however, he realized that a city tax was being deducted fromhis pay, and he had suspicions that his boss was making up the city tax, in order to deduct moneyfrom the English teachers' pay. Since Bert's visa to stay in the country was tied to his employer,he could not look for a new employer, nor could he effectively find legal recourse against hisemployer, because foreign teachers had few rights in South Korea.

This case was designed to be used in an undergraduate organizational behaviour, businessethics or international management course. It was written using casual language and a first-person perspective because the main character is only a few years older than the students in atypical undergraduate classroom, so many of them will relate to the main character and hisexperiences in this situation.

3. Dealing with Problem Employees: A Legal Guide for EmployersSource: Business Horizons articleYear: 2011Number of pages: 12Author: Plump, Carolyn M.

Abstract:One of the more difficult responsibilities of employers is dealing with problem

employees. Employee misconduct and poor performance can lead to productivity issues, moraleproblems, and inferior quality products. For these reasons, it behooves employers to addressperformance issues rather than allow them to fester. By understanding which federal

employment laws can be triggered when making employment decisions, avoiding commonmistakes in applying these laws, and implementing key policies, employers can providestructures in the workplace that allow them to address problems effectively and minimize theirlegal exposure.

4. When Managers Pressure Employees to Behave Badly: Toward aComprehensive Response


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Source: Business Horizons articleYear: 2011Number of pages: 8Author: Tepper, Bennett J.Abstract:

Over the last 10 to 15 years, a disturbing number of well-publicized cases of unethicalworker behavior have made national headlines. These events have been associated with tragicconsequences: countless people have lost their jobs and the associated health insurance andretirement benefits on which they depended; investors have lost their nest eggs; and the trust inthe corporate world that is so critical to a thriving economy has been sullied. Pundits haveoffered simple explanations for these events (e.g., greed) and equally simple solutions (e.g.,punish the wrong-doers). In this article, I draw attention to a trigger of unethical work behaviorthat has received less attention than is warranted: pressure to behave unethically (PBU)perpetrated by organizational authorities. Many instances in which employees violate ethicalstandards reflect acquiescence to managerial pressure. Herein, I introduce a comprehensiveapproach to reduce the frequency with which managers execute acts of PBU. My approach draws

on a recent influence framework to target managers' motivation to perform PBU, and ability toachieve personal and organizational goals without resorting to PBU.

ALERT: Also relevant to employment issues is Exit Strategy

Entrepreneurship

1. Royal Rentals: First Hires and FundraisingSource: Center for Entrepreneurship at the University of MichiganYear: 2011Number of pages: 11

Authors: Lee, Moses; Goldstein, Amy

Abstract:This case analyzes several issues faced by a typical startup: fundraising, founder and earlyemployee relationships, and appropriate equity /cash compensation. Most early stage companiesdo not have significant cash flow, and as a result, cannot compensate early employees with atraditional salary or benefits. This can be particularly challenging for those with significantfinancial and family obligations.

This case study focuses on the challenges that Michael Rose, founder of Royal Rentals,faced when his first hire, Jerry Andrews, decided to stop working full time. Michael and Jerryhad been working hard to develop the business concept of Royal Rentals and were beginning the

process of raising funds to start the company. However, Jerry needed cash compensation becausehe had a family to support and two children in college. Consequently, he took a full time job witha different company, and offered to continue to work on Royal Rentals in a limited role as a part-time consultant. This news was startling and discouraging for Michael. Just as Jerry was tornbetween his commitment to the company and the welfare of his family, Michael was tornbetween his loyalty to Jerry and the good of his company.


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The issues that Michael must address are 1) How to deal with Jerry and 2) How Jerrysdecision will impact his ability to raise funds and 3) How much funding to raise, if any, and fromwhom?

The teaching points of this case are the following: Understand how personal circumstances, goals, and expectations play into negotiating

equity, compensation, and roles/responsibilities between founders and early employees. Consider how personnel and business challenges affect your ability to raise funds.

2. Privatization of the Tiger Leaping House in Nanjing, PRCSource: Richard Ivey School of BusinessYear: 2011Number of pages: 6Author: Grainger, Stephen

Abstract:

The Liang family, experienced family hoteliers in China, had to leave the mainland underthe pressure of the forces of Chairman Mao and the CCP in 1949. They resettled in Taiwan,resumed their hospitality business and now, two generations later, have returned to Nanjing tofind their family's old guest house has been allowed to run down and deteriorate as a Chinesestate-owned enterprise (SoE). They repurchase the old guest house with the intention toredevelop. How will they deal with this privatization and the inevitable bureaucracy ofpurchasing, demolition and rebuilding the old guest house? How will they convert the existingSoE human resources (trained under planned economy conditions) into dynamic employeesoperating in the market economy while being sensitive to the cultural characteristics andchallenges of this mainland Chinese workplace? With more than 6,000 Chinese SoEs still beingtargeted for privatization, this case is very relevant and provides a real world opportunity for

students to exercise their research, analytical, international management, entrepreneurial andcross-cultural management skills.

This case is best used in a unit after the topics of international human resourcemanagement, culture and international management have been covered. Such positions mayinclude 1) as a closing case in an international management unit of study 2) as a human resourcemanagement case in an international human resource management or international managementunit of study 3) as a challenge in an entrepreneurial unit of study or 4) as a mid-unit or closingcase in a strategic management unit of study.

3. Sound Group China: Urban Waste EntrepreneursSource: Harvard Business School

Year: 2011Number of pages: 20Authors: Macomber, John D.; Carr, Chad M.; Zhao, Fan

Abstract:A private sector entrepreneur in China with advanced solid waste management capability

competes with state owned enterprises and also government policies supporting a rivaltechnology. Wen Yibo has used engineering expertise and political savvy to build a major


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privately held company providing the entire supply chain of water treatment, waste water, andintegrated municipal solid waste capabilities. The company's services include engineering,manufacturing, consulting, "engineer, procure construct," "build operate transfer," and otherforms of public-private partnership. The handling of municipal solid waste takes up to 50% ofthe annual budget of many urban areas in the developing world. The ability to use private sector

funds and expertise could be critical to urban development. However, state owned enterprisescan observe the success of private business and can enter and compete using their own skills,contacts, and inexpensive capital. The government may also be interested in subsidizingincineration over composting as a part of "waste to energy" strategy, even though this is lessefficient than generating electricity from a coal or gas plant. The company has to decide whetherto stick to its waste management roots or expand into an opportunistic incineration technologywith minimal and nominal waste-to-energy benefits.

4. Social Entrepreneurship and Sustainable Farming in IndonesiaSource: Richard Ivey School of BusinessYear: 2011

Number of pages: 14Authors: Alon, Ilan; Misati, Eve

Abstract:Oded Carmi was a social entrepreneur striving for a green Bali. He started Sari Organik

as a model farm intended to grow organically with market demands and to benefit the localcommunity while serving as an educational center for small scale farmers in the region. Thirteenyears later, the idea was not as well embraced as he had hoped. The case provides information onsocial entrepreneurship, providing a background on Carmi, the environment in Ubud, Bali, andIndonesia at large, and discusses some of the challenges the entrepreneur was facing as thefounder and owner of Sari Organik farm and the restaurant Warung Bodag Maliah

(overflowing basket). His main challenge was to replicate and sustain his organic rice farmingmodel across Bali and eventually other parts of Indonesia. His initial thoughts involved someoptions:

To utilize the established village system and its leadership (religious and civil) to re-introduce traditional rice farming culture in Ubud, Bali and eventually Indonesia. To introduce a new model such as micro-franchising through which he (the micro-franchiser) would recruit a number of local farmers (micro-franchisees) and provide themwith the resources to grow rice organically, To go into a joint venture with the few existing organic rice farmers in the region. To expand his business as a sole proprietor, i.e. buy more land and increase organic riceproduction this was his least favorite option since it would go against his mission of

involving the community.

The case may be a good starting point for discussion on the impact of modernization on atraditional society and the role of business in society. Carmi, a native of Israel, tried to revivetraditional farming techniques that were more sustainable and healthy. Carmi realized he had tocome up with a strategy soon, and he was open to other viable options for replication andsustenance.


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Learning Objectives: 1. To learn about the role of business in society, corporate socialresponsibility and sustainable farming in emerging markets 2. To examine strategic optionsavailable to a small business in an under-developed market 3. To show how the local culture andinstitutions must be taken into account when implementing a business strategy for localeconomic development and social development through entrepreneurship 4. To introduce micro-

franchising as a unique strategy of "franchising" in less developed markets, where buyers andworkers are impoverished.

Finance

1. Governance Failure at SatyamSource: Richard Ivey School of BusinessYear: 2011Number of pages: 14Authors: Gaur, Ajai; Kohli, Nisha

Abstract:An unrelated acquisition decision by Satyam Corporation created discontent among

shareholders and lead to a series of investigations. The investigations revealed a fraud of aboutINR 50 billion. This led to resignations by several board members and the CEO. The entireepisode became a mockery of corporate governance practices, raising questions about theefficacy of well accepted governance norms.

This case covers the events that led to the failure of Satyam in detail. The roles of notonly the promoter but also other parties, such as the managers, board of directors, auditors andbankers, are discussed in detail. The case draws attention to various corporate governance andethical issues and also provides an opportunity to discuss the measures that should be taken by

regulators, auditors and other bodies to prevent such frauds.This case can be used in an undergraduate, MBA and executive development program to

highlight following issues: 1) Ethics and corporate governance: This case can be used to discussthe effectiveness of current corporate governance regulations and how can they be made moreeffective. 2) Organizational culture and values: Corporate governance mechanisms, such asownership structure, board composition and stakeholder influence, determine the organizationalculture and values. Smaller firms inherit the corporate values from their founders. In largercompanies, managers and board members play a pivotal role in shaping the corporate values.This case can be used to discuss the factors affecting development of corporate values.

Download Case Here:

Governance Failure at Satyam (434k)This case is available for purchase from Ivey Publishing. Case #: 9B11M028, TeachingNote #: 8B11M028

2. Acumen Fund: Measurement in Impact Investing (A, B)


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Source: Harvard Business SchoolYear: 2009Number of pages: 23, 14Authors: Ebrahim, Alnoor; Rangan, V. Kasturi

Abstract:Acumen Fund is a global venture capital firm with a dual purpose: it looks for a return onits investments, and it also seeks entrepreneurial solutions to global poverty. This case examinesAcumen's new projects in Kenya. The organization's investment committee and its chiefinvestment officer, Brian Trelstad, must decide whether or not to fund two for-profit ventures.The first provides clean and accessible shower and toilet facilities in urban areas, serving acritical need for low-income populations - its financial sustainability, however, is less clear. Thesecond investment is a network of successful private health clinics that primarily serve middle-income populations but which have the potential to reach low-income markets. On what basisshould Acumen decide whether or not to invest? What performance metrics should it use? As theinvestment committee nears a decision, political and social unrest breaks out in Kenya following

a highly contested presidential election. Acumen Fund must now also consider the political risksof investing.As Acumen Fund, a global venture philanthropy firm, moves forward with an investment

portfolio exceeding $22 million, it runs into two critical measurement problems. First, howshould it track the performance of each investment when its interest is not just the bottom line,but also social impact? What should its performance tracking system look like to enable ease ofcomparison, and to identify problems before they become too significant to fix? The secondchallenge involves attracting investors. Acumen wants to build the field of "social investing" bycreating a new asset class for investors who care about social impact. Doing so will requireworking with competitors in the field in order to establish benchmarks and standards ofmeasurement. How can Acumen build industry-wide benchmarks when peer organizations areconcerned about confidentiality of data? Without such comparisons, how will Acumen attractinvestors to the field?

3. Financial System Security: Harshad Mehta and the Billion-Dollar ScamSource: University of Hong KongYear: 2010Number of pages: 12Authors: Goyal, Preeti; Dhamija, SanjayAbstract:

The case is about the banking system and the financial markets scam with Harshad Mehtaas the chief architect. Mehta was able to successfully exploit the deficiencies in the

microstructure of the Indian financial system to siphon money from the banking system to thefinancial markets. With this money he manipulated the Indian capital markets causing aphenomenal increase in stock prices. When the scam was exposed, the capital markets crashedand thousands of investors lost their life savings; it also impacted several domestic and foreignbanks operating in India.

4. Gone Rural


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Source: Harvard Business SchoolYear: 2011Number of pages: 9Author: Perold, Andre F.

Abstract:Gone Rural employs 750 women in rural communities across Swaziland to producehandwoven baskets and other hand-crafted items. The women are mostly grandmothers caringfor children orphaned as a result of the country's high AIDS-related death rate. The company hasa strong social mission to improve the economic situation of these women and wants to growrapidly. It has been very successful designing, making, and selling its products in the high-endglobal market place. It now needs to raise significant external capital to build new facilities. Thismay be the first time in its 18-year history that the company brings in external profit-mindedstakeholders.

5. Note on Islamic Finance

Source: Richard Ivey School of BusinessYear: 2010Number of pages: 9Author: Sapp, Stephen

Abstract:This note introduces the basic motivation behind Islamic finance and how it is

implemented in practice. The note contains background regarding the religious principlesunderlying the practice of Islamic finance as well as a discussion of several products designed tobe Shariah compliant and the means by which these products achieve this compliance.

6. Rose Smart Growth Investment FundSource: Harvard Business SchoolYear: 2010Number of pages: 25Authors: Segel, Arthur I.; Ginsburgh, Justin

Abstract:The Jonathan Rose Companies must decide how to design and launch an innovative new

real estate fund focused on green and transit oriented properties. JRC seeks to show through thefund that smart growth and green buildings provide superior economic returns to sprawl and

environmentally damaging development. In order to launch the fund, JRC must decide on severalimportant outstanding issues. What will be the fund's investment criteria? To whom should thefund be marketed? How should the fund be structured? What should be the fund's firstinvestment?

7. The Global Sight Network Initiative


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Source: Harvard Business SchoolYear: 2010Number of pages: 7Author: Herzlinger, Regina E.

Abstract:Poverty and blindness are often linked; cataract surgery is one of the most cost-effectivehealth interventions in developing nations. The non-profit Seva Sight Programs is faced with thequestion of how to expand their blindness prevention and treatment efforts on a larger scale.Their social entrepreneurship effort led Seva to take the Aravind Eye Hospital model and scaledit up to 100 hospitals globally. This case explains how they did it.

8. The Robin Hood FoundationSource: Harvard Business SchoolYear: 2010Number of pages: 24

Authors: Ebrahim, Alnoor; Ross, Catherine

Abstract:Created by hedge fund and financial managers, the Robin Hood Foundation fights

poverty through grants to nonprofit organizations. As the global financial crisis continues toimpact the poor disproportionately, the Foundation needs to ensure that its funds are being spenton the most effective poverty-fighting programs. The organization's senior vice president,Michael Weinstein, has developed a benefit-cost (BC) approach to analyze the performance ofprogram grants. How effective is the method? Is funding programs with the highest BC ratios agood way to fight poverty? In three or five years' time, how will Robin Hood know if it issucceeding?

Download Case Here:http://cb.hbsp.harvard.edu/cb/product/310031-PDF-ENG

9. Wealth Management Crisis at UBS (A, B)Source: Harvard Business SchoolYear: 2011Number of pages: 16Authors: Healy, Paul M.; Serafeim, George; Lane, David

Abstract:The case describes the challenges that UBS faced as a result of the U.S. Department of

Justice (DOJ) investigation for tax fraud that claimed that UBS had helped some 52,000 U.S.residents hide billions of dollars in untaxed assets in secret Swiss accounts between 2000 and2007, depriving the U.S. Treasury of hundreds of millions of dollars in taxes.

Case A describes the situation facing the UBS board of directors and outlines thedecisions they will need to make quickly. Case B is fairly short and describes what UBS decidedto do and some of the consequences of that decision.


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ALERT: Also relevant to Finance are the cases: (1) GoldmanSachs, TheInvestment Bank Job and (2) IASB at a Crossroads

Human Resource Management

1. Corporate Social Responsibility and Employee Engagement, CourseOverviewSource: Harvard Business School

Year: 2010Number of pages: 10Authors: Marquis, Christopher; Thomason, Bobbi; Tydlaska, Jennifer

Abstract:Analyzes the link between corporate social responsibility (CSR) activities and employee

engagement, including CSR effects on employee commitment and motivation, new skills andtraining, and motivation. Also discusses best practices in employee engagement through CSR.

2. Dealing with Problem Employees: A Legal Guide for EmployersSource: Business Horizons articleYear: 2011Number of pages: 12Author: Plump, Carolyn M.

Abstract:One of the more difficult responsibilities of employers is dealing with problem

employees. Employee misconduct and poor performance can lead to productivity issues, moraleproblems, and inferior quality products. For these reasons, it behooves employers to addressperformance issues rather than allow them to fester. By understanding which federalemployment laws can be triggered when making employment decisions, avoiding commonmistakes in applying these laws, and implementing key policies, employers can provide

structures in the workplace that allow them to address problems effectively and minimize theirlegal exposure.Download: http://www.caseplace.org/d.asp?d=5972

3. Eating Their Cake and Everyone Else's Cake, Too: Resources as the MainIngredient to Workplace Bullying


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6. Managing Romance in the OfficeSource: Richard Ivey School of BusinessYear: 2011

Number of pages: 16Authors: Konrad, Alison; Mainiero, Lisa

Abstract:Office romance has challenged sexual mores at work. Under the prevailing norms of 40

years ago, a workplace affair meant a semi-clandestine liaison between a male executive(married or unmarried) and a female secretary or low-level assistant. Over the past few decades,sexual mores have become more flexible, and office romances are more likely to be out in theopen. This case provides six real-life examples of office romance. In each case, students have anopportunity to consider how well the parties to the romance have conducted a romance in abusiness context and what leaders could have done to manage the situation.

7. Stone Finch, Inc.: Young Division, Old DivisionSource: Harvard Business Publishing Brief CasesYear: 2010Number of pages: 14Authors: Hamermesh, Richard G.; Collins, Elizabeth

Abstract:CEO Jim Billings wants to attract energetic, entrepreneurial talent to Stone Finch, Inc.,

which comprises an older division that fabricates products like piping and tanks for water andwastewater processing plants, and a much newer division that develops biochemical solutions

associated with water purification. To accelerate the company's growth, Billings sets upsubsidiaries to create cutting-edge technologies that can be brought to market by the biochemicalsolutions division. After a few years the subsidiaries have indeed produced innovative productsand driven growth; however, problems are surfacing. Much of the investment in the subsidiarieshas come from the old manufacturing-based "cash cow" division, which is now suffering fromturnover, loss of morale, and loss of competitive position. Moreover, the solutions division --which has absorbed numerous employees who became wealthy by developing successfulsubsidiaries -- is plagued by increasing polarization between the "haves" and the "have-nots."

8. You've Been Tagged! (Then Again, Maybe Not): Employers and FacebookSource: Business Horizons

Year: 2010Number of pages: 9Authors: Smith, William P.; Kidder, Deborah L.

Abstract:Social networking sites, such as Facebook, have exploded on to the cultural and business

landscape. Not only can firms use social networking sites to present organizational informationto interested parties, but also perhaps gather information regarding job applicants. As an


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employer, checking out an applicant's Facebook page--much like Googling a candidate's name--is very tempting. It is understandable that managers would like to know as much about acandidate as possible. Facebook pages can provide a wealth of information beyond, or evenpossibly contradicting, an applicant's submitted documents. While this may represent apotentially useful tool, there are several reasons for caution. For instance, an organization's

selection process may be biased if an applicant's Facebook page contains inaccurate information,if some applicants do not have Facebook pages, and/or if legally protected demographicinformation ends up being part of the selection process. Facebook's own policies suggest that anorganization may face legal challenges if it considers an applicant's Facebook page as part of theselection process. Just as importantly, there are ethical issues--in particular, an individual's rightto privacy--which must be considered. We wish to encourage organizations to develop guidelinesregarding the use of social networking sites in the application process, based on the practical,legal, and ethical issues covered in this article.

ALERT: Also relevant to this topic are the previously cited cases: (1) When

Managers Pressure Employees To Behave Badly, and (2) Privatization of theTiger Leaping House in Nanjing, PRC

Information Systems

See the case: Privacy Issues And Monetizing Twitter

Innovation1. MO 637: Intrapreneurship: Leading Social Innovation in OrganizationsSource: University of Michigan, Ross School of BusinessYear: 2011Number of pages: 16 (course syllabus)Authors: Davis, Jerry; White, Chris

Abstract:Getting a major initiative to succeed in big organizations is much like leading a social

movement. It takes being able to read the opportunity structure and thinking like an entrepreneur

as one's career develops; mapping the social system to locate allies inside and outside theorganization; mobilizing a team using available technologies; and framing the initiative in a waythat motivates decision makers and makes the business case.

The course draws on the latest advances in social research, network analysis, andinformation technology to provide a toolkit for leading social innovation within organizations.We first lay out a framework for how effective social movements change organizations. Thisframework includes four parts: reading the opportunity structure to recognize when the time isright for an innovation; mapping the social terrain to locate allies and supporters; mobilizing


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allies into a team; and framing the case effectively as a business proposition. The second sessionbreaks down the process of recognizing opportunities, drawing on the experience of a successfulintrapreneur who built a major social initiative at IBM. The third and fourth sessions are trainingin the tools of social network analysis and their application as a way to visualize and quantify thesocial terrain. Here we will see how to use public information to map out power structures inside

and beyond the organization. The fifth session highlights newly available tools for mobilizationthat have underlain actions from whimsical "flash mobs" to political protests in the wake ofcontested elections. The sixth session lays out the rules for making the case for change todecision makers, from how to frame it to how to demonstrate its business value.

In the second half of the course, we go through several cases of successful andunsuccessful social innovation in organizations. Innovations can be of several types: products(selling goods and services whose value extends beyond profit), practices (making how we do itmore sustainable), people (making the workplace more just and rewarding), and public (buildingthe community beyond). We end with live practice in making a compelling and brief pitch foryour innovation to a client board.

Download Syllabus Here:MO 637: Intrapreneurship: Leading Social Innovation in Organizations (279k)

International Business

1. Where Have You Been: An Exercise to Assess Your Exposure to the Restof the World's PeoplesSource: Richard Ivey School of BusinessYear: 2011Number of pages: 11

Author: Beamish, Paul W.

Abstract:This team-building and familiarization activity can be used in the initial class or session

of an international management program. It assesses one's exposure to the rest of the world'speoples. A series of worksheets require the respondents to check off the number and names ofcountries they have visited and the corresponding percentage of world population which eachcountry represents. By summing a classes' collective exposure to the world's people, the resultwill inevitably be the recognition that together they have seen much, even if individually somehave seen little. The teaching note provides assignments and discussion questions which look at:why there is such a high variability in individual profiles; the implications of each profile for

one's business career; and, what it would take for the respondent to change his/her profile.

2. Responsible Investment in VietnamSource: Responsible ResearchYear: 2011Number of pages: 76


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Authors: Carmody, Lucy; Nguyen, Veronique; Brown, Michelle

Abstract:Vietnams rapid economic growth, maturing capital markets, evolving political and

regulatory frameworks and youthful demographics are understandably attracting increasing

attention from global institutional investors, keen to deploy funds in this promising frontiermarket.Many of these investors have, in the past, found the lack of corporate transparency, poor

governance practices and erratic enforcement of regulations to deliver risks too great for theirbeneficiaries and have therefore stayed away. However, recent trends towards improvedfinancial disclosure and investor relations by listed companies are providing the signal many ofthese asset managers and owners were looking for and inbound capital flows are increasing.

With Vietnam firmly on the map as an attractive frontier market, other considerations arenow presenting themselves as hurdles to further economic growth. Many of these are complexsustainability issues, related to demographics, environmental degradation, climate change, andenergy and water security. Others are related to how companies deal with these sustainability

challenges, the so- called ESG (Environment, Social and Governance) issues.There is a general lack of coherent information available to investors in Vietnam on boththese sustainability context issues and specific company ESG criteria, such as communityinvestment, emissions, water use, employee health and welfare and diversity and independenceof boards. This shortage of information continues to hold back responsible investment in thecountry.

This report seeks to identify these challenges and gaps in information by providing areview of the sustainability landscape. In doing so, it develops a better understanding of howbusinesses are responding to ESG risks and their approach to corporate social responsibility(CSR).

It also seeks to open the dialogue on ESG risks and opportunities in Vietnam and toaddress key concerns of institutional signatories of the UN-backed Principles of ResponsibleInvestment, as well as those of Vietnam-themed or frontier market funds. Impact investors,private equity or venture capital investors with a responsible investment overlay will also benefitfrom the summary.

Download Case Here:http://www.responsibleresearch.com/Respo...nam-Issues_for_Responsible_Investors.pdf

3. Pepsi-BASIX PartnershipSource: Richard Ivey School of Business

Year: 2011Number of pages: 16Authors: Bajaj, Gita; Bhullar, Neelu

Abstract:BASIX was a microfinance company with livelihood promotion as its key agenda. It had

a strong presence in the poverty-ridden state of Jharkhand, India, where marginal farmers werestruggling to make ends meet. In 2005, PepsiCo India Holdings Pvt. Ltd (Pepsi) entered an


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agreement with BASIX for promoting contract farming of potatoes in Jharkhand. As per theagreement, Pepsi was to supply seeds and get an assured supply of chip-grade quality potatoes.BASIX was to provide micro-finance to the farmers and render training and consultancy forpackage of practices (POP). Farmers were to get assured buyback of the produce and also anopportunity to learn modern farming practices. The collaboration was successful in the first year

and the project witnessed a very high growth in the second year. The second year results,however, were not as encouraging as the first year. The case is poised at this juncture, where theproject manager has to present his view on how to move ahead with the agreement.

4. ActionAid International: Globalizing Governance, LocalizingAccountabilitySource: Harvard Business SchoolYear: 2011Number of pages: 31Authors: Ebrahim, Alnoor; Gordon, Rachel

Abstract:As a global NGO working in 45 countries, ActionAid International aims to eradicate

poverty by addressing its underlying causes such as injustice and inequality. This case follows aseries of radical transformations implemented by the organization's CEO, Ramesh Singh--apower shift from its headquarters in London to an international secretariat in Johannesburg; anew federated governance structure that increases the influence of units in Africa and Asia; and,innovations in accountability and transparency to the poor communities with which it works. Butas Singh gets ready to step down after seven years, he is confronted with challenges from newlyempowered country units that he feels risk taking the organization in the wrong direction. Howwill the divisions between the Northern and Southern units play out? Will they tear theorganization apart, just when it is becoming a global player?

ALERT: Many other previously cited cases involve international issues,including: (1) Denmark: Globalization and the Welfare State; (2) Winds ofChangeCSR in China; (3) Tata-Leadership with trust; (4) The Shakedown:Should Customer Strategy Solutions Pay Off the Tax Officials? (5) SoundGroup China: Urban Waste Entrepreneurs, Social Entrepreneurship andSustainable Farming in Indonesia; (6) Privatization Of The Tiger LeapingHouse In Nanjing; (7) Esquel Group; And (8) An English Teacher In South

Korea

Management


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1. Bayer CropScience in India (A, B)Source: Richard Ivey School of BusinessYear: 2011Number of pages: 19, 7Authors: Dhanaraj, Charles; Branzei, Oana; Subramanian, Satyajeet

Abstract:The case explores value-driven strategy formulation and implementation by bringing to

the fore issues of ethics, responsible leadership, social intitiatives in emerging markets and theglobal-local tensions in corporate social responsibility. It examines how Bayer CropScienceaddressed the issue of child labour in its cotton seed supply chain in rural India between 2002and 2008. Bayer had been operating in India for more than a century. In December 2002, theBayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropSciencefirst learned about the incidence and prevalence of the child labour in its newly acquired India-based cotton seed operations a few months post acquisition, in April 2003. The Aventisacquisition had brought onboard a well-known Indian company, Proagro, which already had

operations in the cotton seed production and marketing - a new segment of the supply chain forBayer. Child labour was widespread in cotton seed production - a traditional practice taken forgranted not only by Indian farmers but also by several hundred Indian companies thenaccounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer'sdecision whether, when and how to launch a self-run program that would take directresponsibility for tracking and eradicating child labour in rural India.

Download Case Here:

Bayer CropScience in India (A) (449k)

Bayer CropScience in India (B) (307k)

This case is available for purchase from Ivey Publishing. Case #: 9B10M061, 9B10M062

2. Nokia India: Battery Recall LogisticsSource: Richard Ivey School of BusinessYear: 2011Number of pages: 13Authors: Dhanaraj, Charles; Sumukadas, Narendar; Johnson, P. Fraser; Malvankar, Monali

Abstract:The case provides an opportunity for students to develop practical knowledge of the role

of operations management in a product recall situation, particularly in an emerging marketcontext. Product recalls are an integral part of supply chain management (SCM). Companiesinevitably face a question of when, not if, a recall will be necessary. These situations combinethe complexity of operations with the time-urgency of a mission-critical task. The case alsoprovides a rich context to learn about the interaction of SCM, information systems and reverselogistics, and to understand the marketing, logistics and communication challenges faced by amultinational company operating in an emerging market such as India.


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The case presents the challenge faced by Nokia India in 2007. Nokia had built a strongbrand reputation over a ten-year period and was a market leader in the Indian mobile devices.India, incidentally, was also Nokias second largest market, next only to China. Suddenly, whatcorporate headquarters considered a routine product advisory for a defective battery, resulted inpanic in customers after the Indian media widely publicized the potential dangers that defective

batteries could pose.Over a three-month period, Nokia India had to recall a few million batteries and replacethem with new ones.

The objectives of the case include 1) developing an effective product recall / reverselogistics plan that would ensure preparedness for the challenges and urgent circumstances thatmight surface in a recall situation, 2) understanding the key criteria for success of product recallsystems and 3) understanding the interface of management action and the logistics system undera crisis situation.

3. Developing Ethical LeadershipSource: Business Roundtable Institute for Corporate Ethics

Year: 2006Number of pages: 17Author: Freeman, R. Edward, Lisa Stewart

)

ALERT: Previously cited cases also involving Management issues include: (1)Accepting Responsibility Responsibly: Corporate Response in Times of Crisis;(2) Giving Voice to Values(both); (3) Stone Finch, Inc.: Young Division, OldDivision; (4) Governance Failure at Satyam; (5) When Managers Pressure

Employees to Behave Badly: Toward a Comprehensive Response; (6) SouthSide Restaurant's Low Carbon Wine List; (7) MO 637: Intrapreneurship:Leading Social Innovation in Organizations; and (8) Dealing with ProblemEmployees: A Legal Guide for Employers

Marketing

1. Nopane Advertising Strategy

Source: Harvard Business School PublishingYear: 1993Number of pages: 4Author: Bell, David E.

Abstract:Nopane is a proprietary drug that sells in much of the United States. It faces substantial

competition. The brand manager is undertaking an experiment to determine whether ad copy


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should be emotional-based or rational-based. The data and associated regression results areincluded. Useful for an introductory course on statistics, market research, or regression analysis.

Download Case Here:

http://cb.hbsp.harvard.edu/cb/product/893005-PDF-ENG

2. Advertising Ethics Cases: Reasons, Rationalizations, Biases, and HeuristicsSource: Available on CasePlace.org, University of Texas (Austin)Year: 2005Number of pages: 5Author: Drumwright, Minette E.

Abstract:These six fictionalized short (one-page) scenarios of ethical dilemmas in advertising

include issues of work ethics and workplace pressures to conform, code of conduct, whistleblowing and deceptive advertising

For each scenario, students are asked to answer these questions:What are the reasons and rationalizations that support engaging in the behavior?What biases and heuristics might be involved?What is at stake for the key parties, including those who disagree with you?What levers can you use to influence those who disagree with you?What is your most powerful and persuasive response to the reasons andrationalizations? To whom should the arguments be made? When and in what

context?

For example, here is the first scenario:

Scenario 1Bradley has just graduated with an MA in Advertising at a prestigious university

and has been hired as an account planner at a large advertising agency. In talking withsome of his new colleagues, he heard of a practice that concerned him. Several account plannershad an assignment to do some research on the competitor firms of one of the agencys majorclients. The assignment proved to be unusually tough. The account planners decided to conduct atelephone survey, but when they identified themselves as agency employees, important sourcesrefused to participate in the study. The deadline was quickly approaching, and the planners

desperately needed the information. Then one of the planners, who had recently graduated from alocal university, suggested that they identify themselves as university students who were doingresearch for a class project. This approach worked like a charm. Everyone was willing to helpthe students out, and the agency secured the important competitive information that it needed.The research was finished on time and within the budgeted cost. The client was immenselypleased. Bradley is concerned about the manner in which the planners deceived the respondents,but he thinks that this might just be part of doing business. In addition, as the newest planner, he


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does not want to rock the boat, and he very much wants to win the respect and acceptance of hisnew co-workers.

What should Bradley say, to whom, when, and how?

3. Unilever's 'Real Beauty' Campaign for DoveSource: ICMR Center for Management ResearchYear: 2007Number of pages: 24Authors: Fernando, R; Purkayastha, D.

Abstract:This case is about Unilever's 'Campaign for Real Beauty' (CFRB) marketing campaign

for its leading personal care brand 'Dove'. CFRB was a multi-faceted campaign that sought tochallenge the stereotypes set by the beauty industry. This campaign featured regular women(non-models) who were beautiful in their own way and did not fit in with the idealised images of

ultra-thin models and celebrities. Unilever developed the CFRB campaign based on a globalstudy on the perceptions and attitudes of women with regard to their personal beauty and well-being. This campaign was a huge success as it was appreciated by many consumers and resultedin increased sales of Dove products. It also generated plenty of buzz and wide media coveragefor the Dove brand. However, critics felt that this campaign could prove counter-productive asmarketing messages in the beauty industry were largely aspirational and Dove could beperceived as a brand for fat girls. Some critics also felt that CFRB was contradictory in nature asit strove to sell the Dove Firming Range of products under the guise of debunking beautystereotypes. The case will help students to: (1) understand the factors that contributed to thesuccess of Unilever's Campaign for Real Beauty for Dove; (2) appreciate the importance ofmarket research and the application of consumer behaviour insights in the development of a

marketing strategy; and (3) understand the issues and challenges faced in the implementation of acause-related (societal) marketing campaign. The case is meant for MBA / MS students as part ofthe marketing management / product management / marketing communications curriculum. Theteaching note includes: (1) the abstract; (2) teaching objectives and methodology; (3) questionsfor discussion and analysis; (4) case feedback; and (5) additional readings and references.

4. How Advertising Practitioners View EthicsSource: Journal of AdvertisingYear: 2004Number of pages: 18Author: Drumwright, Minette E., Patrick E. Murphy

Abstract:This study examines how advertising agency personnel perceive, process, and think about

ethical issues. We conducted in-depth, elite interviews with advertising practitioners at all levelsin 29 agencies in eight cities. Many of our informants reported few ethical concerns in their ownwork or in advertising in general. They exhibited moral myopia, a distortion of moral visionthat prevents moral issues from coming into focus, and moral muteness, meaning that theyrarely talk about ethical issues. We find that the reasons for moral muteness and moral myopia


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are categorizable. There were, however, seeing/talking advertising practitioners whodemonstrated moral imagination when responding to ethical problems. We compare themanner in which the ethically sensitive practitioners contemplate and respond to ethical issueswith those characterized as having moral muteness and moral myopia. We also find that theagency context in which advertising practitioners work is important in terms of ethical

sensitivity. We discuss implications for theory, research, practice, and education.

5. PepsiCo's Turning Point: Establishing a Role in a Sustainable SocietySource: Richard Ivey School of BusinessYear: 2011Number of pages: 22Author: Valente, Michael

Abstract:In early 2011, PepsiCo, one of the world's largest food and beverage companies, is

undergoing immense criticism for its role in social and ecological issues associated with the foodsystem. Major health issues including obesity, heart disease and diabetes, not to mentionenvironmental issues, such as excessive packaging and waste, have encouraged PepsicCo's chiefexecutive officer (CEO) to rethink the company's strategy. The CEO feels that PepsiCo has a"responsibility to develop solutions to key global challenges, such as obesity." Doing so wouldrequire a deep reflection of PepsiCo's positioning in the marketplace in light of the manyproducts they provide that currently contradict this very objective.

The case chronicles the overarching incommensurability of the interests of the food and

beverage industry and those of society. Written for courses in business strategy, business andsociety, and marketing, the case describes the motivations of companies such as PepsiCo toovercome the underlying growth constraints of the food industry, the result of which hasprecipitated an onslaught of social and ecological issues seen in today's society. The case pushesstudents to flesh out strategic alternatives for PepsiCo that vary based on the degree to whichfinding solutions to social and ecological issues become central to their core strategy.

Download: http://www.caseplace.org/d.asp?d=6135

Operations and Supply Chain Issues

1. Veja: Sneakers With a ConscienceSource: Richard Ivey School of BusinessYear: 2010Number of pages: 16Authors: Branzei, Oana; Poldner, Kim


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Abstract:

This case illustrates the founding and growth of Veja, the first eco-sneaker company inthe world, in the broader context of the evolution of the fashion industry and the emergence ofthe eco-fashion movement. By September 2010, the five-year old venture had become a

reference in ethical fashion, and an inspiration for other eco-fashion start-ups. Its path, itssuccesses and its aspirations made it a perfect acquisition target; like-minded companies likeTimberland were already feeling out the two founders.

Sbastien Kopp and Franois-Ghislain Morillion were still fulfilling their dream. Theyhad fun trying to craft ever more sustainable business approaches. They were still excited aboutthe opportunity to develop solutions or workarounds for socially- and environmentally-problematic business practices. The case presents several solutions, focusing on the developmentof sustainable business practices in organic cotton, wild natural rubber and traditional veggie-tanned leather. The case also deals with the issue of how ventures integrate sustainable practicesinto a holistic and ever improving offering, which engages multiple supply chain participants(employees, consumers, suppliers, partners, even artists) in co-devising a value proposition that

appeals not just to our sense of fashion, but also to our conscience. Essentially, the case is a storyof fashioning identities by artfully bending consumers' appreciation towards the expression ofunity with the earth and across cultures.

2. Coca Cola IndiaSource: Arthur W Page SocietyYear: 2005Number of pages: 13Authors: Kaye, Jennifer; Argenti, Paul A.

Abstract:On August 5, 2003, The Center for Science and Environment, an NGO in India, attacked

the safety of Coca-Cola India's products in a press release titled "Twelve Major Drink BrandsSold in and around Delhi Contain a Deadly Cocktail of Pesticide Residues." Though Coke waswell within the Indian government's legal limits for pesticide residue in beverages, the country'sstandards were weak and full of loopholes, making them meaningless. Coke India CEO SanjivGupta had to decide on the most effective communication strategy to restore public trust and hadto weigh a larger policy decision at the same time: Should Coke take on a leadership role andhelp create higher standards for food and beverage safety?

3. Starbucks C.A.F.E Practices Program: Ensuring a Socially ResponsibleSupply ChainSource: Case Western Reserve UniversityYear: 2008Author: Weatherhead School of Management

Abstract:


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Starbucks Coffee Companys C.A.F.E (Coffee and Farmer Equity) Practices programensures that Starbucks sources sustainably grown and processed coffee by evaluating theeconomic, social and environmental aspects of coffee growing along the supply chain. In 2005,Starbucks purchased 76.8 million pounds of coffee from the C.A.F.E Practice providers, whichrepresents 24.6% of all coffee purchased by the company. By improving the environment,

economy, and the educational and health services within local communities, Starbucks createsstability for its farmers and, in turn, for the company, according to Cindy Hoots, SeniorSpecialist at Starbucks in the Corporate Responsibility Office.

ALERT: Other previously cited cases involving Supply Chain issues include:(1) South Side Restaurant's Low Carbon Wine List; (2) Easy on the Wallet orEasy on the Earth; and (3) Nokia India: Battery Recall Logistics

Statistics-Decision Sciences

1. Cambrian HouseSource: Harvard Business SchoolYear: 2008Number of pages: 13Authors: Coles, Peter A.; Lakhani, Karim R.; McAfee, Andrew

Abstract:Cambrian House builds internet-based products and services by relying entirely on its

user community for all aspects of IT innovation and new product development process. Userssuggest ideas for new products and services and also participate in a monthly voting process toselect the best ideas. The company is now considering the deployment of a prediction market todeepen user involvement and commitment in its innovation; however, it is not sure if it is anappropriate strategy for its community.

2. Prediction Markets at GoogleSource: CasePlaceYear: 2007

Authors: Coles, Peter A.; Lakhani, Karim R.; McAfee, Andrew

Abstract:In its eight quarters of operation, Google's internally developed prediction market has

delivered accurate and decisive predictions about future events of interest to the company.Google must now determine how to increase participation in the market, and how to best use itspredictions.


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ALERT: Statistical issues were also involved in the case: (1) NopaneAdvertising Strategy

Strategy

1. Asian Agri and the Future of Palm OilSource: Harvard Business SchoolYear: 2010Number of pages: 26Authors: Bell, David E.; Kindred, Natalie

Abstract:For Asian Agri and other Indonesian palm oil producers, the future promised rising

demand from fast-growing Asian populations, but also intensifying criticism from environmentalgroups. With the hig

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