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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     CaseLink for Waddock: Leading Corporate Citizens: Vision, Values, Value Added, Third Edition To include an item in your complimentary custom book, click the item's Add link. If there is a View link next to an item, you can view the pages by clicking on the link. To review the list of items you have selected so far, click on the word Review in the progress bar above.    Front Matter   Add   View  4 pp.  Foreword    I. A Context for Leading Corporate Citizens   Add   View  1 pp.  Introduction   Add   View  33 pp.  1. Leading Corporate Citizenship: Vision, Values, Value Added   Add   View  35 pp.  Case — Global Climate Change and BP Author(s): Reinhardt, Forest ; Hyman, Mikell Publication Date: 10/02/2007 Revision Date: 10/20/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 708026 Geographic Setting: United Kingdom Number of Employees: 96,000 Gross Revenue: $269.5 billion revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Energy; Change management; Corporate strategy; Business & government; Social responsibility; Climate change Academic Discipline: Competitive strategy Product Description: Following the sudden resignation of Sir John Browne, Tony Hayward, BP CEO, must decide how global climate change management will figure into BP’s corporate strategy. Climate change management was a major part of BP‘s strategy under Browne: In 1997 Browne broke from his colleagues, publicly declaring that global climate change was a serious problem and pledging BP to play a significant role in the search for solutions. BP successfully reduced its own carbon emissions, and championed cap-and-trade style regulation over taxation or command-and-control. Despite this progress, as the climate issue gains in political prominence and the Kyoto Protocol nears expiration, Hayward must consider what actions to take in BP's business strategy and in the political arena to manage ongoing climate risk.   Add   View  27 pp.  Case — Royal Dutch/Shell in Nigeria (A) Author(s): Paine, Lynn Sharp; Moldoveanu, Mihnea C. Publication Date: 02/22/1999 Revision Date: 08/10/2006 Product Type: Case (Field) HBS Number: 9-399-126 Geographic Setting: Nigeria Industry Setting: Petroleum industry Number of Employees: 100,000 Gross Revenues: $94 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Corporate responsibility; Country analysis; Emerging markets; Environmental protection; Ethics; Multinational corporations Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Field), (9-399-127), 3p, by Lynn Sharp Paine, Mihnea C. Moldoveanu Product Description: Working with Shell’s country manager for Nigeria, the company‘s Committee of Managing Directors must decide how to respond to the Nigerian government's decision to impose the death sentence on Ken Saro-Wiwa and eight other leaders of a movement for the rights of the Ogoni (one of Nigeria's 240 ethnic groups). As the case opens, Saro-Wiwa and his codefendants have just been found guilty of inciting murder in a trial that international observers have criticized as deeply flawed. Saro-Wiwa, an environmentalist, writer, businessman, television producer, and human rights activist, has been a vocal critic of not only the Nigerian government but also Shell. Provides background on Shell, on its business in Nigeria, and on environmental and human rights issues in the Niger Delta. May be used with: (9-300-039) Royal Dutch/Shell in Transition (A); (9-300-040) Royal Dutch/Shell in Transition (B).   Added   View  19 pp.  Case — Body Shop International Author(s): Bartlett, Christopher A.; Elderkin, Kento Publication Date: 11/13/1991 Revision Date: 07/13/1995 Product Type: Case (Library) Product Description: Describes the start-up and rapid growth of a company whose founder holds strong, non-traditional beliefs about the role of the corporation and its responsibility to society. After profiling Anita Roddick as a person, the case describes the anti-mainstream approach she took to building her highly successful business (no advertising, simple packaging, non-traditional R&D). After elaborating on the strong values she has imposed on the business, concludes by highlighting questions of the business’ transferability to the United States and its survivability as Anita steps back. HBS Number: 9-392-032 Geographic Setting: United Kingdom Industry Setting: retailing Company Size: mid-size Number of Employees: 2,000 Gross Revenues: $100 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Business policy; Consumer goods; Corporate culture; Corporate responsibility; Entrepreneurial management; International business; Retailing Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-148), 7p, by Christopher A. Bartlett   Add   View  22 pp.  Case — Ben & Jerry’s Homemade Ice Cream, Inc.: Keeping the Mission(s) Alive Author(s): Theroux, John Publication Date: 10/17/1991 Revision Date: 12/15/1993 Product Type: Case (Field) HBS Number: 9-392-025 Geographic Setting: Burlington, VT Industry Setting: Ice cream industry Company Size: mid-size Number of Employees: 330 Gross Revenues: $58.5 million 1989 sales Event Year Start: 1991 Event Year End: 1991 Subjects: Compensation; Corporate culture; Corporate responsibility; Employee morale; Entrepreneurial management; Food; Management philosophy; Organizational development Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-238), 5p, by Richard E. Walton Product Description: Ben & Jerry’s is an anti-establishment, values-driven company that has become a successful venture. The dominant founder, Ben Cohen, is not an effective manager, but he brings creative marketing and product skills that have been important to the company‘s success. He also is controlling shareholder and the force behind the company's socially-minded culture. One of the many policies that have reflected Ben's values but which has created difficulty in managing the organization is the 5 to 1 compensation differential between the top and the bottom of the organization. Up to mid 1990, the company was operating in an explosive growth business with relatively weak competitors; this has changed by the time of the case in September 1990. The case opens as Chuck Lacy is taking over as president. He needs to decide what to do about the 5 to 1 rule and the related issues of Ben's role, and the value of the company's counterculture style. Students must consider the difficulty and importance of the general manager's responsibility in reconciling company values with commercial imperatives and to consider the effect of compensation policy on morale and organizational effectiveness.   Add   View  20 pp.  Case A — The Greensboro Housing Authority Lew G. Brown, William M. Kawashima, Diana H. Carlin, Margaret K. Craig The Greensboro, North Carolina Housing Authority (GHA) faced an angry population when it proposed to locate a new public housing community in a middle class neighborhood. It was clear that many critics of the new plan were misinformed about public housing. Could GHA use a marketing plan? Would marketing be appropriate for a public-sector organization? 1992 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Marketing Management Topics:   Added   View  9 pp.  Case — The Gustavson Farm David M. Noetzel, Melvin J. Stanford In 1989, John Gustavson had to decide how to protect the crops on his 1,000-acre Minnesota farm from grasshoppers. Half his crops had been destroyed in 1988 and the source was land belonging to another farmer, who did not want to spray, begging the question of the rights of land owners to protect their property and livelihood. Source: North American Case Research Association, Case Research Journal, Summer 1992, Vol. 12, Issue 2. Copyright 1992. Courses: Agricultural Economics; Business Ethics; Environmental Issues Topics:   Add   View  22 pp.  Case — Loggers, Industrialists, and Spotted Owls Robert Spagnola, Douglas Allen, David Eschen Logging operations, the Northwest’s leading business, are depleting the forest‘s rich environment and endangering the ecology, including the Spotted Owl. Balancing the interests of all stakeholder groups is a difficult, if not impossible task, and is a challenge that business leaders must tackle in the course of their day-to-day activities. Source: The Society for Case Research, Business Case Journal, Fall 1993, Vol. 1, Copyright 1993. Courses: Business and Society; Business Ethics; Business Policy/Strategy; International Management; Public Policy Topics:   Add   View  20 pp.  Case A — Telefonos de Mexico: The Privatization Decision Ravi Ramamurti Dr. Jacques Rogozinski, head of the privatization of the Government of Mexico, must decide the best strategy for privatizing the giant telephone company, Telmex. The plan must accommodate the interests of labor, customers, government, potential investors, and President Salinas. Source: North American Case Research Journal, Case Research Journal, Vol. 13, Issue 2. Copyright 1992. Topics: International Business; Privatization; Regulation   Added   View  28 pp.  Case — Starbucks and Conservation International Author(s): Austin, James E.; Reavis, Cate Publication Date: 10/02/2002 Revision Date: 05/01/2004 Product Type: Case (Field) HBS Number: 9-303-055 Geographic Setting: Global Industry Setting: coffee Event Year Start: 2002 Event Year End: 2002 Subjects: Agribusiness; Beverages; Corporate responsibility; Mexico; Nonprofit organizations; Social enterprise; Strategic alliances Academic Discipline: Social enterprise & ethics Supplementary Materials: Case Video, (9-303-808), 9 min, by James E. Austin; Teaching Note, (5-304-100), 13p, by James E. Austin, Alexis Gendron, Jane Wei-Skillern Product Description: Starbucks, the world’s leading specialty coffee company, developed a strategic alliance with Conservation International, a major international environmental nonprofit organization. The purpose of the alliance was to promote coffee-growing practices of small farms that would protect endangered habitats. The collaboration emerged from the company‘s corporate social responsibility policies and its coffee procurement strategy. The initial project was in the southern Mexican state of Chiapas and resulted in the incorporation of shade-grown coffee into the Starbucks product line, providing an attractive alternative market for the farmer cooperatives at a time when coffee producers were in economic crisis due to plummeting world prices. Simultaneously, the company had to deal with growing pressures from nonprofit organizations in the Fair Trade movement, demanding higher prices for farmers. Starbucks was reviewing the future of its alliance with Conservation International and its new coffee procurement guidelines that aimed at promoting environmentally, socially, and economically sustainable coffee production. Teaching Purpose: Examines the corporate social responsibility strategy of a company as an integral part of its business strategy. More specifically   Add   View  29 pp.  Case — Forest Stewardship Council Author(s): Austin, James E.; Reficco, Ezequiel Publication Date: 11/19/2002 Revision Date: 05/30/2006 Product Type: Case (Field) HBS Number: 9-303-047 Geographic Setting: Global Industry Setting: Forestry & logging Gross Revenues: $3.5 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Business & society; Environmental protection; Nonprofit sector; Social change; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-306-114), 11p, by James E. Austin, Ezequiel Reficco Product Description: In just a few years the Forest Stewardship Council (FSC) made impressive progress toward its mission of promoting “environmentally appropriate, socially beneficial, and economically viable management of the world’s forests.” By 2001, 25.5 million hectares of forests in 66 countries had been certified as meeting FSC‘s standards for sustainable forestry. With members in 59 countries, the FSC had managed to bring forestry's mainstream close to its viewpoint, with 80% of the industry recognizing the need for third-party certification. However, by mid-2002, the formula that had brought success to the organization as a small start-up was proving inadequate to sustain the healthy growth of a global, mature, multistakeholder organization. Its management and staff were finding themselves lacking critical skills to take the organization to the next level. Some of its governing structures were paralyzing it. Serious imbalances between supply and demand of certified wood were threatening to break the organization. Moreover, competing certification schemes backed by powerful business groups were moving swiftly to capitalize on those imbalances and displace FSC as the global standard of choice for certification. Finally, the organization also suffered from a chronic financial weakness. In t   Add   View  6 pp.  Case — The Fiduciary Relationship: A Legal Perspective Author(s): Paine, Lynn Sharp Publication Date: 12/05/2003 Revision Date: 03/14/2006 Product Type: Note Product Description: Discusses the concept of a fiduciary, as developed in the Anglo-American common law tradition, and outlines the principal differences between the legal standard applied to fiduciaries compared to ordinary arms’-length contractors. May be used with: (9-204-114) Texas Gulf Sulphur: The Timmins Ontario Mine. HBS Number: 9-304-064 Subjects: Conflicts of interest; Corporate governance; Corporate law; Ethics; Legal aspects of business Academic Discipline: General management   Add   View  40 pp.  Case — Global Climate Change and Emissions Trading Author(s): McGrath, Patia; Uludere, Nazli Z.; Reinhardt, Forest ; Trumbull, Gunnar Publication Date: 09/13/2006 Revision Date: 05/04/2009 Product Type: Color Case HBS Number: 9-707-015 Subjects: Capital markets; Economic development; Energy; Environmental protection; Greenhouse effect; International business; International relations; Politics; Pollution Academic Discipline: Business & government Product Description: Global climate change is an increasingly prominent political and business problem. Design of market-based systems to reduce carbon emissions has proven difficult. More broadly, national attempts to comply with the provisions of the Kyoto Protocol present both governments and firms with significant challenges. The design of international institutions that will be useful for managing change after the Kyoto period is a challenge both for Kyoto ratifiers and for countries like the United States that have not ratified the agreement. Summarizes the science and economics of climate change, and encourages readers to contemplate the strategic and risk management problems that it presents to government officials and to business leaders in developed countries and in the developing world.   Add   View  8 pp.  Article — Opening the Doors for Business in China Garten, Jeffrey E. China is an alluring market for multinational companies, but those based in the United States have suffered from the foreign-policy demands that their government has imposed on relations with this emerging giant. The author, a former u HBS Number: 98307 Type: Harvard Business Review Article Publication Date: 5/1/1998 Subjects: Business reading; China; Foreign investment; Foreign policy; Government & business; International relations; International trade Year New: 1998   Add   View  16 pp.  Article — Green and Competitive: Ending the Stalemate Porter, Michael E.; Van Der Linde, Claas The lingering belief that environmental regulations erode competitiveness has resulted in a stalemate. One side pushes for tougher standards, the other tries to roll standards back. The authors’ research shows that tougher environmental standards actually can enhance competitiveness by pushing companies to use resources more productively. Managers must start to recognize environmental improvement as an economic and competitive opportunity, not as an annoying cost or an inevitable threat. Environmental progress demands that companies innovate to raise resource productivity—precisely the new challenge of global competition. It is time to build on the underlying economic logic that links the environment, resource productivity, innovation, and competitiveness. HBS Number: 95507 Type: Harvard Business Review Article Publication Date: 9/1/1995 Subjects: Competition; Environmental protection; Innovation; National competitiveness; Pollution control; Productivity; Regulation; Social enterprise Year New: 1995   Add   View  50 pp.  Case — Exxon Valdez Oil Spill Author(s): R. Edward Freeman; Patricia V. Bennett Description: This case requires students to assess Exxon’s ethical responsibilities in the aftermath of the large-scale environmental disaster caused by one of its tankers running aground in Prince William Sound, Alaska. Through a detailed chronology of events and descriptions of the roles played by the various individuals involved in the accident, the case provides a forum for discussing to what extent a company can and should be involved in compensating for such a disaster. Subjects: business ethics; environmental issues; environmental case; alternative business issue or setting; environmental Darden ID: E-0085 Teaching Note: E-0085TN   Add   View  10 pp.  Technical Note — Reframing Global Environmental Issues Through An Innovation And Entrpreneurship Author(s): Larson, Andrea Darden ID: UVA-ENT-0041 Published: 3/11/2003 Revised: 7/31/2007 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: sustainable business, sustainability, environment, corporate strategy, transformation, innovation, entrepreneurship, Abstract: A new frontier of innovation exists where economic and population growth collides with natural systems (the environment). This note details the changing character of environmental issues and outlines the opportunities for entrepreneurial thinkers. It provides excellent fodder for discussion of sustainability as an opportunity for corporate innovation.   Add   View  2 pp.  Case — Sailing In Rough Seas Author(s): Freeman, R. Edward; Mead, Jenny; Freides, Drew Darden ID: UVA-E-0255 Published: 5/28/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: ethical issues Teaching Note: UVA-E-0255TN Abstract: Although not set in a business environment, this case illustrates the basic principles and rights and outlines the stakeholders in a situation where ethically questionable behavior has occured.   Add   View  9 pp.  Case — MONSANTO EUROPE (B) Spital F; Lane HW; Wesley D This supplement to Monsanto Europe (A), product 9B02A007 discusses the non-acceptance to genetically modified products showing up in the poor performance of Monsanto’s agricultural division, affecting its successful divisions and the survival of thecompany. In order to win back its respectable standing in the marketplace, Monsanto must develop new strategies to educate consumers and influence political decision makers in order to gain greater acceptance of its products. Ivey Number: 9B02A008 Publication Date: 1/5/2002 Revision Date: 10/6/2002 Geographic Setting: Germany/United Kingdom Industry Setting: Chemicals and Allied Products Company Size: Large organization Event Year Start: 1998 Subjects: Agriculture, International Marketing, International Trade, European Market Functional Area: Marketing   Add   View  16 pp.  Article — What’s a Business For? (HBR OnPoint Enhanced Edition) Author(s): Handy, Charles Publication Date: 12/01/2002 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0212C, originally published in December 2002. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. In the wake of the recent corporate scandals, it’s time to reconsider the assumptions underlying American-style stock-market capitalism. That heady doctrine — in which the market is king, success is measured in terms of shareholder value, and profits are an end in themselves — enraptured America for a generation, spread to Britain during the 1980s, and recently began to gain acceptance in Continental Europe. But now, many wonder whether the American model is corrupt. The American scandals are not just a matter of dubious personal ethics or of rogue companies fudging the odd billion. And the cure for the problems will not come solely from tougher regulations. We must also ask more fundamental questions: Whom and what is a business for? And are traditional ownership and governance structures suited to the knowledge economy? According to corporate law, a company‘s financiers are its owners, and employees are treated as property and recorded as costs. But whereas that might have been true in the early days of industry, it does not reflect today's reality. Now a company's assets are increasingly found in the employees who contribute their time and talents rather than in the stockholders who temporarily contribute their money. The language and measures of business must be reversed. In a knowledge economy, a good business is a community with a purpose, not a piece of property. HBS Number: 239X Subjects: Business & society; Business history; Business philosophy; Corporate responsibility; Ethics; Public opinion; Social enterprise; Social issues Academic Discipline: Social enterprise & ethics   Add   View  25 pp.  Case — Can Florida Orange Growers Survive Globalization? Author(s): Goldberg, Ray A.; Hogan, Hal Publication Date: 11/03/2003 Revision Date: 03/08/2004 Product Type: Case (Field) Product Description: Florida Citrus Department has to deal with increasing competition from Brazil. What position should the industry take on its existing tariff? Who benefits? Who loses? Teaching Purpose: Globalization impacts all major commodity systems. Considers how nations can protect themselves and still work together. HBS Number: 9-904-415 Geographic Setting: FloridaIndustry Setting: citrusGross Revenues: $9 billion revenues Event Year Start: 2003Event Year End: 2003 Subjects: Agribusiness; Agriculture; Competition; Global Research Group; Globalization; Government policy; Trade agreements Academic Discipline: Business & government   Add   View  31 pp.  Case — Royal Dutch/Shell in Transition (A) Paine, Lynn Sharp After the Brent Spar episode and the 1995 events in Nigeria, Shell undertakes an intensive review of its values and business principles. At the same time, it conducts the largest multi-stakeholder consultation in its history in an effo HBS Number: 9-300-039 Type: Case (Field) Publication Date: 10/4/1999 Geographic Setting: London, England Industry Setting: oil Number of Employees: 100,000 Gross Revenues: $150 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Corporate governance; Corporate responsibility; Environmental protection; Multinational corporations; Performance measurement; Petroleum industry; Shareholder relations; United Kingdom   Add   View  9 pp.  Case — Royal Dutch/Shell in Transition (B) Paine, Lynn Sharp Describes the decisions made in response to the situation presented in the (A) case. Teaching Purpose: Allows students to explore society’s changing expectations for reporting the non-financial performance of these companies. May be used with: (9-300-039) Royal Dutch/Shell in Transition (A); (9-399-126) Royal Dutch/Shell in Nigeria (A). HBS Number: 9-300-040 Type: Case (Field) Publication Date: 10/25/1999 Geographic Setting: London, England Industry Setting: oil Number of Employees: 100,000 Gross Revenues: $150 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Corporate governance; Corporate responsibility; Environmental protection; Multinational corporations; Performance measurement; Petroleum industry; Shareholder relations; United Kingdom   Add   View  45 pp.  2. The Three Spheres of Human Civilization   Add   View  15 pp.  Case — Financial Reporting Problems at Molex, Inc. Author(s): Healy, Paul Publication Date: 06/21/2005 Revision Date: 12/05/2006 Product Type: Case (Library) HBS Number: 9-105-082 Geographic Setting: United States Industry Setting: Electronic components Gross Revenues: $2.2 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Auditing; Board of directors; Change management; Corporate governance; Decision making; Ethics Academic Discipline: Accounting & control Supplementary Materials: Supplement (Library), (9-107-048), 2p, by Paul Healy; Supplement (Library), (9-107-049), 1p, by Paul Healy; Teaching Note, (5-106-018), 9p, by Paul Healy Product Description: Following an accounting problem at Molex, the firm’s auditors request changes in management. The board of directors has to decide whether the auditors‘ concerns have merit or whether, as management argues, the accounting issue is immaterial.   Add   View  11 pp.  Case — Our Own Water Company? Sherry Hockemeyer, Indiana-Purdue University at Fort Wayne The homeowners of Green Valley, Arizona, a retirement community 22 miles south of Tucson in southern Arizona, are meeting to consider forming an Improvement District that would further study and possibly negotiate a purchase of Green Valley Water Company from the developer. Although many financial statements have been distributed to the residents in an effort to illustrate the advisability of taking this action, most residents are uncertain about what to do. Typical characteristics of these retired homeowners are that they are unfamiliar with the actual operations of a water utility and the accounting statements that reflect those operations, they are unwilling to pay increased water rates if that would be the result of a change in ownership, and they are concerned about personal liability if they become owners of a water utility that might become unprofitable in the future. Most homeowners moved to this area from communities where quality water was the responsibility of a governmental body and all they had to do was turn on the faucets. They wanted benefits such as low water rates and quality water with no risk or worry. Unfortunately the matters being brought to their attention were not ones with which they had any familiarity. Privatization of water and other utilities is a subject that an increasing number of communities are considering. Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000 Topics: Regulation; Public Ownership; Business and Society   Add   View  11 pp.  Case — Glickman’s Dilemma: Activist or Administrator? M. Jill Austin, Middle Tennessee State University Mary Lynn Reed, Middle Tennessee State University Approximately 7,000 people die of food poisoning each year in the U.S. making food-borne illness a significant health problem. The USDA currently conducts inspections at slaughterhouses and tests for the presence of pathogens,disease, and other foreign matter in meat and poultry. U.S. Department of Agriculture (USDA) Secretary Dan Glickman has been actively involved in lobbying for new legislation to improve meat and poultry safety. Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000 Topics: Business and Society; Business Ethics   Add   View  18 pp.  Case — Hoechst-Roussel Pharmaceuticals, Inc.: RU 486 Jan Willem Bol, David W. Rosenthal Hoechst-Roussel Management must decide whether to introduce RU 486 to the U.S. Market. The drug, a contraceptive/abortifacient, offers a significant business opportunity, but it goes against the company’s stated policy of not marketing such drugs. RU 486 has been widely tested in Europe, but political and social issues present a hostile environment in the U.S. Source: North American Case Research Association, Case Research Journal, Winter 1993, Vol. 13, Issue 1. Copyright 1993. Courses: Business Ethics; Business Policy/Strategy; Marketing Management; Public Policy Topics:   Add     18 pp.  Case — Keita S.A. Rafal Slaski and edited by Richard G. Linowes Keita produces vinegar, bleach, soap, plastic pipes and other plastic items for consumer and government use. Recently the company has been suffering because smuggled goods undercut its products in the marketplace and, as a result, some workers have been laid off. Despite these financial problems, the company is simultaneously considering adding a new soap production line, expanding its bleach production capability, and purchasing a used German cotton gin to begin manufacturing absorbent cotton products. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; Entrepreneurship; Finance; International Business; Small Business Topics:   Add     22 pp.  Case — Surya Silks (Pvt.) Ltd. David White and edited by Richard G. Linowes Surya is a relatively new silk manufacturer founded by a U.S. expatriate. However, it has just been denied the opportunity to purchase a government-owned facility because the sale to the private sector might jeopardize official development funding from the South Korean government. A bribe might change the official’s mind. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Operations Management; Small Business Topics:   Add   View  21 pp.  Case — Kenhar Products, Inc. Kenneth F. Harling, Alan DeRoo Kenhar Products, Inc., a Canadian company selling most of its output in the United States, is a world leader in the manufacture of steel fork arms. Kenhar’s major U.S. competitor, Dyson and Sons, has asked the U.S. International Trade Commission to impose a temporary tariff of 35 percent on imported forks. Bill Harrison, Kenhar president, must decide how to respond. Source: North American Case Research Association, Case Research Journal, Winter 1993, Volume 13, Issue 1. Copyright 1993. Courses: Business and Society; Business Policy/Strategy; International Business; Operations Management Topics:   Add     16 pp.  Case — Denver Downtown Service Center: The Salvation Army James W. Clinton This case portrays a local Salvation Army center and its operations. Sources and uses of funds, programs, clients, staff, and management all receive attention. How should the local level prioritize current resources and fund raising? An exceptional case for exploring a leading non-profit.Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1990. Courses: Business and Society; Marketing; Not-for-Profit; Public Policy; Public Relations Topics: Business and Society; Business Policy/Strategy; Marketing; Nonprofit; Public Policy; Public Relations   Add   View  11 pp.  Case — General Dynamics in the Navajo Nation Fairlee E. Winfield This case focuses on Mike Enfield, General Manager of the General Dynamics operation on the Navajo Nation at Fort Defiance, Arizona, as he tries to extend the lease for another 20 years. Enfield has spent more than a year in this delicate process. He wonders, “Is it worth it?” Source: North American Case Research Association, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992. Courses: Business Ethics; Human Resources Topics:   Add   View  20 pp.  Case — FIRA: Confronting the Mexican Agricultural Crisis Author(s): Austin, James E.; Chu, Michael; Reavis, Cate Publication Date: 12/12/2003 Revision Date: 03/10/2004 Product Type: Case (Field) Product Description: In fall 2003, Mexico’s agriculture sector was facing a crisis brought on largely by a surge in cheap U.S. imports resulting from NAFTA and inaccessible and/or expensive terms of credit for Mexican agricultural producers. It was getting harder for Mexican producers to compete, and many were leaving farming for the city. Francisco Mere, director of FIRA, a second-tier development bank, was in the process of developing and implementing a new strategy that would more effectively and efficiently reinvigorate the Mexican agricultural system. Teaching Purpose: To explore the complications of increasingly open markets, the role of public sector development agencies, and the potential for creative financial instruments and public-private partnerships to stimulate economic development. HBS Number: 9-304-032 Geographic Setting: MexicoIndustry Setting: development bankingNumber of Employees: 1,520 Event Year Start: 2003Event Year End: 2003 Subjects: Agribusiness; Development banks; Economic development; Financial instruments; Global Research Group; Mexico; Social enterprise; Strategic alliances; Strategy implementation; Trade policy Academic Discipline: Competitive strategy   Add   View  27 pp.  Case — KaBOOM! Author(s): Austin, James E.; Porraz, Jose Miguel Publication Date: 09/19/2002 Product Type: Case (Field) Product Description: KaBOOM! is a nonprofit organization developing playgrounds in partnership with corporations and communities. It had grown since 1995 to a national organization that had built 338 playgrounds in partnerships with over 40 companies. This case deals with the nature of the strategic alliances with corporations and poses choices for shifting strategies. These include emphasizing advocacy and public education and enabling communities to build playgrounds rather than directly building the playgrounds. Further complicating the strategy was growing competition from nonprofits and for-profits engaged in playground development. Teaching Purpose: To analyze the rationale and nature of alliances by nonprofit organizations with corporations as a primary strategy for growth and to assess the implications of shifts in strategy by a nonprofit organization. HBS Number: 9-303-025 Geographic Setting: United StatesIndustry Setting: nonprofitNumber of Employees: 17Gross Revenues: $6.3 million revenues Event Year Start: 2002Event Year End: 2002 Subjects: Alliances; Nonprofit organizations; Partnerships; Social enterprise; Strategic alliances Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-303-105), 8p, by James E. Austin   Add   View  26 pp.  Case — Enron Collapse Author(s): Hamilton, Stewart; Francis, Inna Publication Date: 05/03/2003 Product Type: Case (Pub Mat) Publisher: IMD — International Institute for Management Development Product Description: Charts the collapse of Enron and examines the role of various parties, including senior management, the board, and the auditors. Also looks at complex structures and accounting policies used to inflate both revenues and profits artificially and to conceal these from shareholders and others. Brings out key learning points on risk management, corporate governance, ethics, and controls of a complex enterprise. HBS Number: IMD164 Geographic Setting: global, United StatesIndustry Setting: energyGross Revenues: $100 billion revenues Event Year Start: 2001Event Year End: 2001 Subjects: Accountants; Accounting & control; Accounting policies; Accounting procedures; Accounting standards; Auditing; Balance sheets; Bankruptcy; Board of directors; Business failures; Conflicts of interest; Corporate control; Corporate governance; Energy; Ethics; Financial instruments; Financial services; Internal controls; Legal aspects of business; Risk management; SEC; Utilities Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (IMD136), 7p, by Stewart Hamilton   Added   View  7 pp.  Case — Social Enterprise Spectrum: Philanthropy to Commerce Author(s): Dees, J. Gregory Publication Date: 04/15/1996 Revision Date: 05/28/1996 Product Type: Note Product Description: With the boundaries between philanthropy and commerce blurring, this note briefly gives nonprofit managers and social entrepreneurs a framework (the Social Enterprise Spectrum) for thinking creatively about structural options in the social sector. Teaching Purpose: To help students understand the economic diversity of the social sector as it ranges from philanthropic to commercial enterprise. HBS Number: 9-396-343 Subjects: Corporate responsibility; Nonprofit organizations; Social enterprise; Social services Academic Discipline: Social enterprise & ethics   Add   View  18 pp.  Case — Exporting American Culture Badaracco, Joseph L., Jr.; Useem, Jerry A large entertainment company, extensively criticized for producing violent, offensive, and anti-social material, is considering whether to sell its material to a semi-illegal operation that is beaming satellite TV into Turkey. The opportunity raises many questions about cultural sensitivities and the concept of American cultural imperialism around the globe, especially in the traditional Muslim Middle East. The young executive responsible for the deal wonders if his company will be perceived as a "Western vulture." Teaching Purpose: To discuss the social and cultural impact of the media in the context of corporate social responsibilities. HBS Number: 9-396-055 Type: Case (Field) Publication Date: 9/12/1995 Revision Date: 4/12/1999 Geographic Setting: Turkey Industry Setting: television Event Year Start: 1993 Event Year End: 1993 Subjects: Communications industry; Corporate responsibility; Cross cultural relations; Entertainment industry; Exports; Middle East   Add   View  10 pp.  Article — Rochester Focuses: A Community’s Core Competence Gabor, Andrea Rochester, New York has become a model of community-based economic renewal. At a time when the optics industry is under intense foreign competition, the community is pulling together around three core competencies: shared technological competence to create a breakthrough in optics manufacturing; a community-wide quality movement; and a revolution in education. Rochester’s strategy suggests that competitiveness in the global economy may ultimately reside at the local level. HBS Number: 91405 Type: Harvard Business Review Article Publication Date: 7/1/1991 Subjects: Community relations; Competition; Corporate responsibility; Corporate strategy; High technology products; Innovation; Instruments; Quality control   Added   View  11 pp.  Case A — W. R. GRACE & CO. AND THE NEEMIX PATENT Author(s): Werhane, Patricia H.; Severance, Kristi Darden ID: UVA-E-0157 Published: 6/10/1999 Copyright Year: 1999 Subject Area: Ethics Keywords: environmental issues; ethical issues; ethics, medical Teaching Note: UVA-E-0157TN Abstract: Neemix is a natural biopesticide developed by W. R. Grace from the neem tree, which is indigenous to rural India. Because of its medicinal and religious use by rural Indians for more than 1,000 years, the Foundation on Economic Trends is protesting Grace’s patenting of Neemix. The A case raises questions concerning international intellectual-property rights and how American companies such as Grace should deal with these issues. See also the B case (UVA-E-0158).   Add   View  29 pp.  Case — Pluria Marshall, Jr. And The Wave Community Newspapers Author(s): Gregory B. Fairchild; Gerry Yemen; Charles Stunson Description: Pluria Marshall, Jr., president of Marshall Media, was offered an opportunity to purchase a chain of thirteen newspapers called the Wave Community Newspapers. The Los Angeles Times had decided to pass on the deal which bothered Marshall. He had surmised that the Times’s strategy was to merge the Wave with the Times‘s own weekly neighborhood paper and better serve the ethnically diverse and segregated neighborhoods of greater Los Angeles. The trigger issue focuses on whether Marshall Media is capable of competing against the resources of the much larger Los Angeles Times to capture the market share of LA's Latino and African-American residents. The subject matter allows an exploration of the challenge of creating and sustaining entrepreneurship in the very competitive newspaper industry. The case also opens channels to discuss techniques for managing costs in urban environments. Subjects: entrepreneurial finance; entrepreneurial management; entrepreneurship; minorities in business; risk analysis; risk management Darden ID: ENT-0012 Teaching Note: ENT-0012TN   Add   View  16 pp.  Case — Ben & Jerry’s Homemade Author(s): Schill, Michael J. Darden ID: UVA-F-1364 Published: 9/13/2002 Revised: 10/6/2003 Copyright Year: 2001 Subject Area: Finance Keywords: milgram; takeovers; corporate objectives; asset control; corporate valuation; multiples Teaching Note: UVA-F-1364TN Abstract: This case examines issues of asset control for Ben & Jerry’s Homemade, Inc., in light of the outstanding takeover offers by Chartwell Investments, Dreyer‘s Grand, Unilever, and Meadowbrook Lane Capital in January 2000. The case provides a unique opportunity to discuss fundamental firm objectives and the implications of a nontraditional corporate orientation; it reviews the development of Ben & Jerry's strong social consciousness and the takeover-defense mechanisms that maintain management's control on company assets. Students, in the role of outside board members, are invited to review management's performance, estimate the economic cost of its social agenda, and evaluate the implications of takeover defense strategies. Ultimately, they must take a position on whether Ben & Jerry's should continue to independently pursue its social agenda or accept one of the attractive takeover offers and accept a shift toward greater profit orientation. The case requires relatively little prior finance knowledge, and is designed largely to provide a stimulating introduction to the principles of a traditional corporate finance curriculum.   Add   View  6 pp.  Case — Boeing: No Nerds, No Birds to Strike or Not to Strike (A) Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny; Cummings, Mary L. Darden ID: UVA-E-0233 Published: 9/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: benefits policy; bonuses; workplace management; ethical issues; labor unions; labor relations; managerial ethics Teaching Note: UVA-E-0233TN Abstract: This series of six cases (labeled A through F, UVA-E-0233 through UVA-E-0238) presents the various dilemmas that arose in the spring of 2001 when engineers at the Seattle-based Boeing Company, unhappy with management decisions, contemplated and undertook a strike, the first “white-collar” work stoppage in the history of American business.   Add   View  2 pp.  Case — Boeing: No Nerds, No Birds Company Loyalty (B) Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny; Cummings, Mary L. Darden ID: UVA-E-0234 Published: 9/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: benefits policy; bonuses; workplace management; ethical issues; labor relations; labor unions; managerial ethics Teaching Note: UVA-E-0234TN Abstract: This series of six cases (labeled A through F, UVA-E-0233 through UVA-E-0238) presents the various dilemmas that arose in the spring of 2001 when engineers at the Seattle-based Boeing Company, unhappy with management decisions, contemplated and undertook a strike, the first “white-collar” work stoppage in the history of American business.   Add   View  2 pp.  Case — Boeing: No Nerds, No Birds Will a Strike Jeopardize Public Safety? (C) Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny; Cummings, Mary L. Darden ID: UVA-E-0235 Published: 9/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: benefits policy; bonuses; workplace management; workplace issues; labor relations; labor unions; managerial ethics Teaching Note: UVA-E-0235TN Abstract: This series of six cases (labeled A through F, UVA-E-0233 through UVA-E-0238) presents the various dilemmas that arose in the spring of 2001 when engineers at the Seattle-based Boeing Company, unhappy with management decisions, contemplated and undertook a strike, the first “white-collar” work stoppage in the history of American business.   Add   View  11 pp.  Case — COMMUNICATING A DIFFICULT MESSAGE: AT&T’S RESTRUCTURING AND DOWNSIZING (A) Author(s): Elizabeth A. Powell; Robert E. Cockburn; Jeffrey Revoy Description: This case contrasts two AT&T downsizing announcements in 1995 cutting 8500 jobs and 1996 cutting 40,000. Publick reaction was hotisle and AT&T became a national symbol for merciless downsizings. Subjects: corporate communiation; media planning; restructuring Darden ID: BC-0130 Teaching Note: BC-0130TN   Add   View  7 pp.  Technical Note — Government And Corporate Response To Climate Change Author(s): Larson, Andrea; Keach, Stephen Darden ID: UVA-ENT-0038 Published: 11/26/2002 Copyright Year: 2002 Subject Area: Entrepreneurship and Innovation Keywords: Environment; Corporate strategy; Sustainability; Sustainable growth rate Abstract: Governments around the world have accepted the consensus of the international scientific community that global climate change is occurring. Human activities, particularly fossil-fuel use and certain agricultural practices, have led to higher-than-normal concentrations of certain gases in the atmosphere, notably carbon dioxide. These “greenhouse” gases trap heat near the earth and are the cause of climate change. Policy makers have rallied to build an international strategy to limit further greenhouse-gas emissions and manage the impacts of climate change. Global businesses, many of which initially balked at potential economic disruption from changes in the use of fossil fuel and other business practices, have begun to accept the need for change. This technical note explores international, political, and corporate responses to the impacts, risks, and opportunities associated with climate change. This note is the third in a series of three related notes on climate change; see also ‘’The Challenge of Climate Change: Overview’‘ (UVA-ENT-0036) and ``The Science of Climate Change'' (UVA-ENT-0037).    II. Leading Corporate Citizenship: Vision, Values, Value Added   Add   View  1 pp.  Introduction   Add   View  37 pp.  3. Personal and Organizational Vision   Add   View  5 pp.  Case — Howard Schultz (B) Author(s): Meyer, Kathleen; Pearce, Nicole Publication Date: 01/01/1994 Product Type: Supplement (Field) Publisher: Business Enterprise Trust HBS Number: 9-994-014 Subjects: ESOP; Employee empowerment; Entrepreneurship; Ethics; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-994-007), 7p, by Kathleen Meyer, Nicole Pearce; Case Video, (9-994-515), 6 min, by Kathleen Meyer, Nicole Pearce Product Description: Supplements Howard Schultz (A). Must be used with: (9-994-006) Howard Schultz (A).   Add   View  26 pp.  Case — adidas’ Human Rights Policy and Euro 2000 Robert J. Crawford; Jill G. Klein   Add     10 pp.  Case — Ben & Jerry’s Homemade Ice Cream Neil Snyder, University of Virginia; Angela Clontz, University of VirginiaCourse Area: Strategic ManagementCase Coverage: Moderate Level; Quality; DiversityDescription: Ben & Jerry’s Ice Cream has grown beyond the management style and capacity of the founders. What can and should be done? 1990Setting: Medium Size Firm; Ice Cream; U.S.A. (P&R-5/11-024)   Add   View  23 pp.  Case — Ben & Jerry’s Homemade, Inc.: Passing the Torch Daniel J. McCarthy, Northeastern University Source: The Society for Case Research, Business Case Journal, Summer-Winter 1997, Vol. 5, Issues 1 and 2. Publication Date: 2000 Topic: Strategy   Add   View  15 pp.  Case — Ryka, Inc.: Lightweight Athletic Shoes for Women Porciello, Valerie J.; Hoffman, Alan N.; Gottfried, Barbara This case focuses on the founding and growing of Ryka, Inc., an athletic shoe company that produces sneakers exclusively for women, by women, in addition to creating its own non-profit foundation, Ryka ROSE (Regaining One’s Self Esteem), to support women who are the victims of violent crimes. Publication Date: 1998 Geographic Setting: U.S. Industry Setting: Consumer Goods Event Year Start: 1990 Event Year End: 1993 Courses: Business Policy; Entrepreneurship Course Sequence: Business Strategy Subjects: Business Policy; Industry Analysis; Women Executives Supplementary Material: Teaching Note   Add     16 pp.  Case — Longs Drug Stores James W. Clinton This case provides insight into the culture and operations of a fifty-year-old firm that remains and industry leader. Longs built its success on a firmly decentralized culture but with increasing competition and technology, the firm needs to centralize. Can they afford to forgo the economics of scale possible through more centralized operations with the newer available technologies?. Suggested accompanying case: The Drugstore Industry in 1989. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1989. Topics: Business and Society; Family Business; Industry Analysis; Organizational Culture   Add   View  16 pp.  Case — Occupational Safety and Health Administration Joe G. Thomas The case opens with the fire at the Imperial Foods plant which killed 25 people; the plant had never been inspected in its eleven-year history. The Occupational Safety and Health Administration (OSHA) is responsible for enforcing safety and health regulations in the six million establishments in the U.S. OSHA’s staff, down almost 25%, must prioritize inspections. Some businesses, such as Imperial Foods, are rarely inspected. Few people are concerned about this situation until there is a disaster. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business Ethics; Business Policy/Strategy; Healthcare Topics:   Add   View  6 pp.  Note on Russia’s History and Recent Business Environment — Rus Wane Equipment: Joint Venture in Russia Stanislav V. Shekshnia, Sheila M. Puffer Economic and political conditions in Russia have varied wildly in the 20th century, through tsarist times before 1917, the subsequent communist era of central planning, the perestroika years from 1985-1991, and the 1990s fling with unbridled capitalism. Understanding the culture and forces that shape people’s thinking is key to understanding cases dealing with business in Russia. Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: International Management Topics:   Add   View  22 pp.  Case — Ivar Kreuger and the Swedish Match Empire Author(s): Jones, Geoffrey G.; Vargas, Ingrid Publication Date: 11/04/2003 Revision Date: 09/17/2007 Product Type: Case (Library) HBS Number: 9-804-078 Geographic Setting: Sweden Industry Setting: Petroleum industry Event Year Start: 1900 Event Year End: 1937 Subjects: Business government relations; Business history; Cartels; Entrepreneurship; Ethics; Fraud; Globalization; International business; Multinational corporations Academic Discipline: Business & government Product Description: Taught in Evolution of Global Business. Globalization and corporate fraud are the central themes of this case on the international growth of Swedish Match in the interwar years. Between 1913 and 1932, Ivar Kreuger, known as the “Swedish Match King,” built a small, family-owned match business into a $600 million global match empire. Despite the economic and political disruptions of the interwar period, Swedish Match owned manufacturing operations in 36 countries, had monopolies in 16 countries, and controlled 40% of the world’s match production. Kreuger companies lent over $300 million dollars to governments in Europe, Latin America, and Asia in exchange for national match monopolies. Relying on international capital markets to finance acquisitions and monopoly deals, by 1929 the stocks and bonds of Kreuger companies were the most widely held securities in the United States and the world. After Kreuger‘s 1932 suicide, forensic auditors discovered that Kreuger had operated a giant pyramid scheme. His accounts were ridden with fictitious assets, the truth hidden in a maze of over 400 subsidiary companies. Swedish Match's deficits exceeded Sweden's national debt.   Added   View  8 pp.  Article — Parable of the Sadhu McCoy, Bowen H. When does a group have responsibility for the well-being of an individual? And what are the differences between the ethics of the individual and the ethics of the corporation? Those are the questions Bowen McCoy wanted readers to explo HBS Number: 97307 Type: Harvard Business Review Article Publication Date: 5/1/1997 Subjects: Ethics; Group dynamics; HBR Classics; Human behavior; Management of crises; Organizational behavior   Add   View  23 pp.  Case — Siam Cement Group: Corporate Philosophy (A) Paine, Lynn Sharp; Khunaphante, Prompilai In the face of Thailand’s 1990 cement shortage, managers at Siam Cement Co., Thailand‘s largest cement provider, must decide how to allocate available supply and whether to attempt to uphold government controlled prices among the company's agents. At issue in the overall design of a rationing system as well as how to handle several special requests. Teaching Purpose: To enhance understanding of a corporate value system rooted in Thai culture. Illustrates and tests the company philosophy of corporate social responsibility and fairness. May be used with: (9-398-019) The Siam Cement Group: Corporate Philosophy (B); (9-398-020) The Siam Cement Group: Corporate Philosophy (C). HBS Number: 9-398-018 Type: Case (Field) Publication Date: 9/26/1997 Revision Date: 11/10/1997 Geographic Setting: Thailand Industry Setting: cement/conglomerate Number of Employees: 27,000 Gross Revenues: $2.2 billion revenues Event Year Start: 1990 Event Year End: 1991 Subjects: Asia; Building materials industry; Corporate culture; Corporate responsibility; Developing countries; Ethics; Management philosophy; Regulated industries   Add   View  24 pp.  Case — Fabindia Overseas Pvt. Ltd. Author(s): Khaire, Mukti ; Khaire, Mukti Publication Date: 03/20/2007 Revision Date: 02/01/2010 Product Type: Case Publisher: Harvard Business School HBS Number: 807113 Geographic Setting: India Number of Employees: 600+ Gross Revenue: $28 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Developing countries; Entrepreneurship; Entrepreneurial management; Corporate vision; Business growth; Growth strategy Academic Discipline: Entrepreneurship Supplementary Materials: Case Teaching Note, (810092), 21p, by Mukti Khaire Product Description: To maximize their effectiveness, color cases should be printed in color. Fabindia is a for-profit Indian retail company with the stated mission of providing employment to weavers and traditional handicraft artisans in rural India. Established in 1960 as an exporter of home furnishings, Fabindia has grown as a consumer-facing retailer of apparel, home furnishings, organic food, and body care products, and has plans to expand further. Given their mission, their supply chain is fragmented, geographically scattered, and unpredictable. Can they overcome these challenges and still grow profitably while staying committed to their mission?   Add   View  11 pp.  Case — Guaranty Trust Bank Plc. Nigeria Barnes, Louis B. A new bank rose from nothing to the sixth place in Nigeria by turning its back on traditional practices (corruption, bribery, political favoritism) and adopting policies of high integrity and high employee involvement. They said it couldn’t be done but it was. The question is, now what? Teaching Purpose: To plan and act beyond the first blush of success. Will high growth require new compromises? HBS Number: 9-897-118 Type: Case (Field) Publication Date: 1/2/1997 Revision Date: 10/17/1997 Geographic Setting: Nigeria Industry Setting: commercial banking Number of Employees: 500 Gross Revenues: $26 million revenues Event Year Start: 1989 Event Year End: 1996 Subjects: Banking; Developing countries; Growth management; Growth strategy; Human behavior; Organizational development; Performance effectiveness   Add   View  2 pp.  Case — AGAINST THE CURRENT: MALDEN MILLS INC. (A) Author(s): Werhane, Patricia H.; Watson, Orson W. Darden ID: UVA-E-0125 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: ethical isues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the B, C, and D cases (UVA-E-0126, UVA-E-0127, and UVA-E-0128).   Add   View  4 pp.  Case — AGAINST THE CURRENT: MALDEN MILLS INC. (B) Author(s): Werhane, Patricia H.; Watson, Orson W. Darden ID: UVA-E-0126 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: ethical issues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the A, C, and D cases (E-0125, E-0127, and E-0128).   Add   View  4 pp.  Case — AGAINST THE CURRENT: MALDEN MILLS INC. (C) Author(s): Werhane, Patricia H.; Watson, Orson W. Darden ID: UVA-E-0127 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: UBA-E- ethical issues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the A, B, and D cases (E-0125, E-0126, and E-0128).   Add   View  4 pp.  Case — Against The Current: Malden Mills Inc. (D) Author(s): Watson, Orson W.; Watson, Orson W. Darden ID: UVA-E-0128 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: ethical issues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the A, B, and C cases (E-0125, E-0126, and E-0127).   Add   View  20 pp.  Case — Aravind Eye Hospital, Madurai, India: In Service for Sight Author(s): Rangan, V. Kasturi Publication Date: 04/01/1993 Revision Date: 01/10/2007 Product Type: Case (Field) HBS Number: 9-593-098 Geographic Setting: India Industry Setting: Health care industry Number of Employees: 150 Event Year Start: 1993 Event Year End: 1993 Subjects: Goal setting; Nonprofit marketing; Social enterprise; Strategy formulation Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-595-111), 14p, by V. Kasturi Rangan Product Description: Starting as a modest 20-bed hospital, Aravind had grown into a 1,400-bed hospital complex by 1992. It had by then screened 3.65 million patients and performed 335,000 cataract surgeries, nearly 70% of them free of cost for the poorest of India’s blind population. Aravind‘s founder, Dr. Venkataswamy, now 74 years old, had a goal to spread the Aravind model to every nook and corner of India, Asia, and Africa. The case sets the stage for developing such a plan of action. May be used with: (IMD098) Aravind Eye Hospital 2000: Still in Service for Sight.   Add   View  12 pp.  Case — HEALTHSOUTH (A) Author(s): Mead, Jenny; Collier, Cindy Eddins Darden ID: UVA-E-0273 Published: 3/29/2005 Copyright Year: 2005 Subject Area: Ethics Keywords: business ethics ethical issues healthcare management accounting methods ethics medical; Abstract: This case focuses on an employee in the asset management division of the Birmingham-based Healthsouth who suspects possible fraud in the company’s accounting practices. A highly successful outpatient surgery, rehabilitation, and diagnostic imaging company, Healthsouth had been founded and was run by Richard Scrushy, whose generosity was legendary in Birmingham, Alabama, but whose autocratic and sometimes ruthless management style contrasted sharply with his charismatic, up-by-the-bootsteps entrepreneurial energy.   Add   View  10 pp.  Case — HEALTHSOUTH (B) Author(s): Mead, Jenny; Collier, Cindy Eddins Darden ID: UVA-E-0274 Published: 8/22/2005 Copyright Year: 2005 Subject Area: Ethics Keywords: business ethics ethical issues healthcare management accounting methods ethics medical; Abstract: The HealthSouth asset management employee’s suspicions were correct. Indeed, management at HealthSouth had been “cooking the books” for several years to show a profit and thus continue to endear the company to Wall Street. Fifteen top-level officials, including the COO, pointed the finger at company CEO Richard Scrushy, the autocratic entrepreneur who founded the company in the 1980s on the principle of creating the “McDonald‘s of Health Care.”   Add   View  8 pp.  Case — IPM AND RICH PANICO (A) Author(s): Patricia H. Werhane; Jenny Mead; Paul W. Thomas Description: This case outlines the decision that Rich Panico, founder of the project-management firm Integrated Project Management, must make when presented with a lucrative ($2-million) contract. His decision is difficult because signing the contract would compromise IPM’s cultural and managerial integrity as well as the core beliefs with which he founded the company. See also the B and C cases (UVA-E-0271 and UVA-E-0272). Subjects: business ethics; entrepreneurship; ethical issues Darden ID: E-0270 Teaching Note: N/A   Add   View  3 pp.  Case — IPM AND RICH PANICO (B) Author(s): Patricia H. Werhane; Jenny Mead; Paul W. Thomas Description: Rich Panico gets a round of applause from Integrated Project Management employees when he announces his decision to turn down a lucrative offer from another company. Just why the $2-million contract was not signed exposes students to how the managerial integrity and core beliefs on which Panico founded his company influenced his decision. See also the A and C cases (UVA-E-0270 and UVA-E-0272). Subjects: business ethics; entrepreneurship; ethical issues Darden ID: E-0271 Teaching Note: N/A   Add   View  21 pp.  Case — Bridgespan Group Author(s): Grossman, Allen; Kalafatas, John Publication Date: 10/10/2000 Revision Date: 11/01/2000 Product Type: Case (Field) Product Description: Bain & Co., a consulting firm with a client list that ranges from entrepreneurial start-ups to global corporations, wanted to increase its involvement with nonprofit organizations. Rather than continuing to integrate the work into the existing organization, Bain created the Bridge Group, a nonprofit consulting entity that could draw upon the resources of Bain, maintain an independent practice and identity, and raise philanthropic capital. The CEO, Jeffrey Bradach, has taken a leave of absence from his position as professor at Harvard Business School to get the organization up and running. Success during the first year of operations has been beyond expectation, but the organization is facing a series of complex challenges if it is to achieve its ultimate goal of high impact to the nonprofit sector. HBS Number: 9-301-011 Geographic Setting: Boston, MAIndustry Setting: nonprofit consultingNumber of Employees: 30 Event Year Start: 1999Event Year End: 2000 Subjects: Consulting; Nonprofit organizations; Nonprofit sector; Partnerships; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-302-035), 8p, by Allen Grossman   Add   View  23 pp.  Case — Oxfam America in 2002 Author(s): Levy, Reynold; Ballou, Daniella Publication Date: 06/18/2002 Product Type: Case (Field) Product Description: Provides an example of the strategic and operational challenges for a major international relief and development nongovernmental organization (NGO). Raymond Offenheiser, president of Oxfam America, is working with his staff to undertake a major strategic shift in the organization. The organization is placing a growing emphasis on linking international programs to political advocacy, and Offenheiser and his staff are considering the organizational changes required to implement this strategy effectively. He must seek ways to effectively balance the desire for autonomy and flexibility of field programs without the benefits of greater integration with the international structure of Oxfam affiliates (Oxfam International). He and his staff also need to consider how the new strategy will affect fundraising, communications, and the board. Teaching Purpose: Presents an important strategic choice for an international relief and development NGO, highlighting the organizational implications of embarking on this new strategy and the varying interest of internal and external stakeholders. HBS Number: 9-302-124 Geographic Setting: Boston, MA, GlobalIndustry Setting: international relief and development NGOGross Revenues: $30 million revenues Event Year Start: 2002Event Year End: 2002 Subjects: Corporate strategy; Developing countries; Nonprofit organizations; Nonprofit sector; Social enterprise; Strategy formulation Academic Discipline: Social enterprise & ethics   Add   View  32 pp.  4. Values in Management Practice: Operating with Integrity   Add   View  30 pp.  Case — KPMG: A Near-Death Experience Author(s): Eccles, Robert G.; Sherman, Eliot Publication Date: 12/18/2007 Revision Date: 06/02/2009 Product Type: Case (Field) HBS Number: 408073 Industry Setting: Accounting services industry Number of Employees: 20,000 Gross Revenues: $4 billion Event Year Start: 1997 Event Year End: 2007 Subjects: Auditing; Business & government; Crisis management; Legal aspects of business; Social responsibility; Tax accounting Academic Discipline: Organizational behavior & leadership Supplementary Materials: Supplement (Field), (409075), 4p, by Eliot Sherman, Robert G. Eccles Product Description: Describes the way in which “Big Four” auditor KPMG dealt with an indictment stemming from the firm’s sale of tax shelters. In 2005 Tim Flynn has been KPMG Chairman for a matter of days when he learns that the government is preparing to indict the firm on charges of selling illegal tax shelters. Flynn has to decide whether to fight the charges and risk the dissolution of his firm, or cooperate with investigators, effectively keeping the firm safe but sacrificing the tax partners involved in the shelter sales. Further, the case describes the government‘s prosecution of former KPMG tax partners and asks students to determine whether prosecutorial tactics during the government's investigation were warranted or represented a case of overreaching.   Add   View  5 pp.  Case — HINDUSTAN LEVER LIMITED (HLL) AND PROJECT STING (C) Author(s): Michael E. Gorman; Patricia H. Werhane; Jenny Mead Description: Set in India in the 1980s and ’90s, this series of cases concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India‘s rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India's population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the “bottom of the pyramid” is an untapped and potentially lucrative market. See also the A (UVA-E-0266), B (UVA-E-0267), and D (UVA-E-0269) cases. Subjects: change implementation; ethical issues; market analysis; market segmentation; marketing research; marketing strategy; product positioning Darden ID: E-0268 Teaching Note: E-0266TN   Add   View  5 pp.  Case — HINDUSTAN LEVER LIMITE (HLL) AND PROJECT STING (D) Author(s): Michael E. Gorman; Patricia H. Werhane; Jenny Mead Description: Set in India in the 1980s and ’90s, this series of cases concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India‘s rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India's population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the “bottom of the pyramid” is an untapped and potentially lucrative market. See also the A (UVA-E-0266), B (UVA-E-0267), and C (UVA-E-0268) cases. Subjects: change implementation; ethical issues; market analysis; market segmentation; marketing research; marketing strategy; product positioning Darden ID: E-0269 Teaching Note: E-0266TN   Add   View  7 pp.  Case — Jack Ryan and Palisaes Produce: Tough Decisions at Pacific Trust (A) Author(s): Freeman, R. Edward Darden ID: UVA-E-0214 Published: 5/10/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: decision making; banking, loan evaluationn; business ethics; group dynamics; leadership; teamwork; sexual harrassment Teaching Note: UVA-E-0214TN Abstract: This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.   Added   View  2 pp.  Case — Learning Team Dilemma Author(s): Freeman, R. Edward; Mead, Jenny; Winkler, Joe Darden ID: UVA-E-0257 Published: 6/9/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: ethical issues Teaching Note: UVA-E-0257TN Abstract: Although not set in a specific business environment, this case illustrates the various options that one must consider when a member of a team — whether in a business setting or elsewhere — is not pulling his or her weight, and is having a detrimental effect   Add   View  1 pp.  Case — Commission Author(s): Freeman, R. Edward Darden ID: UVA-E-0256 Published: 5/28/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: cultural international ethical issues Abstract: When one is in a culturally different setting, with different business practices, how does one respond to a practice that is considered unethical in his native country?   Add   View  2 pp.  Case — Thu Trang Author(s): Freeman, R. Edward; Blazy, Bertrand; Darden ID: UVA-E-0232 Published: 9/6/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: management communications; Ethical issues; Ethical issues; Interpersonal relations; Leadership; Management peformance; Management philosophy; Managerial ethics; Teaching Note: UVA-E-0232TN Abstract: This case illustrates managerial dilemmas that might arise when a company’s offices are located in different countries, with different cultural and social styles and practices. The case also highlights how one might deal with personnel issues when many factors—including leadership, employee well-being, and different cultural norms--all present problems.   Add     19 pp.  Teaching Note — AdNet (A) Author(s): Nanda, Ashish; Prusiner, Lauren Publication Date: 10/08/2004 Product Type: Teaching Note Product Description: Teaching Note to (9-902-024), (9-902-025), (9-902-026), (9-902-027), and (9-905-007). Must be used with: (9-902-024) AdNet (A); (9-902-025) AdNet (B); (9-902-026) AdNet (C); (9-902-027) AdNet (D); (9-905-007) AdNet (E). HBS Number: 5-905-036 Subjects: Business policy; Conflicts of interest; Electronic commerce; Entrepreneurship; Ethics; Professional services; Venture capital Academic Discipline: Negotiations   Add   View  2 pp.  Case — AdNet (B) Author(s): Nanda, Ashish; Haddad, Kimberly A. Publication Date: 07/30/2001 Revision Date: 08/19/2004 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. Must be used with: (9-902-024) AdNet (A). HBS Number: 9-902-025 Subjects: Business policy; Conflicts of interest; Electronic commerce; Entrepreneurship; Ethics; Professional services; Venture capital Academic Discipline: Negotiations   Add   View  1 pp.  Case — AdNet (C) Author(s): Nanda, Ashish; Haddad, Kimberly A. Publication Date: 07/30/2001 Revision Date: 08/19/2004 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. Must be used with: (9-902-024) AdNet (A). HBS Number: 9-902-026 Subjects: Business policy; Conflicts of interest; Electronic commerce; Entrepreneurship; Ethics; Professional services; Venture capital Academic Discipline: Negotiations   Add   View  1 pp.  Case — AdNet (D) Author(s): Nanda, Ashish; Haddad, Kimberly A. Publication Date: 07/30/2001 Revision Date: 08/19/2004 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. Must be used with: (9-902-024) AdNet (A). HBS Number: 9-902-027 Subjects: Business policy; Conflicts of interest; Electronic commerce; Entrepreneurship; Ethics; Professional services; Venture capital Academic Discipline: Negotiations   Add   View  12 pp.  Case — Spinal Cord Injury Treatment Author(s): Elizabeth M.A. Grasby; David House Publication Date: 2/27/2007 Product Type: Case (Field) Ivey ID: 9B07M018 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Small Year of Event: 2006 Level of Difficulty: 1 - Introductory Subjects: Marketing Communication; Strategic Planning; Project Design/Development; Ethical Issues Major Disciplines: General Management Product Description: A research team has discovered a treatment to reduce the severity of spinal cord injuries and improve the injured victim’s long-term quality of life. The director of the team fears that the biopharmaceutical company that owns the patent for the antibody used in the treatment will not pursue the development of this application, and she must develop a strategy to garner the firm‘s support. If the patent holder chooses not to move forward with the treatment, the director has the option to continue development herself, but she is not convinced she has the business skills to do so. Students consider the ethical dilemma of balancing the necessity of a business to generate profits for its investors with the needs of society.   Add   View  17 pp.  Cases A and B — Rus Wane Equipment: Joint Venture in Russia Stanislav V. Shekshnia, Sheila M. Puffer John Swift is frustrated with both his Russian and American bosses. Meanwhile, the Russian business environment, with high inflation and a constantly hanging legal and political framework, makes his Russian boss’s future questionable. What can John do to help the company or his own career? Source: North American Case Research Association, Case Research Journal, Summer/Fall 1995, Vol. 15, Issues 3 & 4, Copyright 1995. Courses: Human Resources; International Management; Organizational Behavior Topics:   Add   View  3 pp.  Case A — The Betaseron® Decision Ann K. Buchholtz When the FDA gave its approval to Betaseron it became the first and only drug found to reduce the attack rate of multiple sclerosis (MS). Because of its importance, the drug’s approval was expedited by the FDA in only one year. As a result, Berlex, the developer of the drug, was unprepared for the demand that was certain to result. Berlex had to decide who would get the drug now, who would wait, and how they should handle the logistics of distribution. Source: North American Case Research Association, Case Research Journal, Vol. 16, Issues 1 & 2, Winter/Spring 1996. Copyright 1997. Courses: Business Ethics Topics:   Add   View  6 pp.  Case — Where Do We Stand If It Really Is (or Isn’t) AIDS? Joe G. Thomas The case shows the reactions of co-workers, management, and customers to the rumor that an employee has AIDS. As is typical of most organizations, the company has given little thought about how to respond to an employee suffering from AIDS. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business Ethics; Business Policy/Strategy; Healthcare; Human Resources; Organizational Behavior Topics:   Add     14 pp.  Case — Kenyon Home Furnishings: Illegal Practice or “Smart Accounting”? Victor E. Archibong, Sharon Gary-Finney, Chi Anyansi-Archibong Kenyon Home Furnishings was a fast-growing small business until several scandals relating to its cash management practices went to court. A multitude of lawsuits were made among Kenyon management; Federal Resources, which acquired Kenyon in 1988; its accountant, Ernst & Young; and several financial institutions that loaned money to Kenyon. In August 1990, Kenyon’s president and other offices were found guilty of fraud and sentenced to prison for maximum sentences. Some lawsuits among the institutions involved have been settled while others are still pending. Source: Submitted by author and selected for use by Pinnacle II Editorial Board. Copyright 1994. Courses: Accounting Information Systems; Auditing; Business Ethics; Business Law and Legal Environment of Business; Managerial Accounting Topics:   Add   View  26 pp.  Case — Johns-Manville and Riverwood-Schuller Arthur Sharplin Manville Corporation used bankruptcy law to manage thousands of lawsuits resulting from its decades as the world’s largest producer of asbestos. As the firm prepares to emerge from bankruptcy in the form of two new corporations whose assets would be shielded from legal claims, Manville‘s young, charismatic CEO prepares to set forth its final policy toward asbestos health victims. Source: North American Case Research Association, Case Research Journal, Winter 1993, Vol. 13, Issue 1. Copyright 1993. Courses: Business and Society; Business Ethics; Business Policy/Strategy Topics:   Add   View  14 pp.  Case — Johnson Controls and Protective Exclusion from the Workplace Anne T. Lawrence Johnson Controls, a leading manufacturer of automotive batteries, decided to exclude fertile women from production jobs because of possible hazards of lead exposure to the fetus. The employees’ union filed a lawsuit, claiming the company‘s policy of protective exclusion from the workplace discriminates against women. Source: North American Case Research Association, Case Research Journal, Winter 1993, Volume 13, Issue 1. Copyright 1993. Courses: Business and Society; Business Ethics; Organizational Behavior Topics:   Add     30 pp.  Case — General Electric Fires Ed Russell Joseph Wolfe, Joann Babiak Following a disagreement between Ed Russell and his superiors at GE Plastics, his position changed. In the new position Ed found out about some activities between his new boss, Hiner, and Debeers which in his view were wrong. These activities included fixing industrial diamond prices, colluding to destroy a new Korean company, Ilijin, etc. Ed claims he was fired as a whistleblower, and the case goes to court. Source: Submitted by authors and selected for use by Pinnacle II Editorial Board. Copyright 1995. Courses: Business Ethics; Business Law and Legal Environment of Business; Management; Marketing Topics:   Add   View  8 pp.  Case — Office Mart, Inc. Thomas R. Miller, Linda Ferrell The regional manager of a chain of discount office supply stores is concerned about a tragic incident involving a store of his direct competitor. That store had sold an aerosol product designed for cleaning computers to teenagers who used it as an inhalant. The girl suffered coronary arrest and her family is suing the manufacturer, the store, and its managers for $25 million! The manager wonders whether the same kind of incident could happen in an Office Mart store. 1994 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Business Ethics; Marketing Topics:   Add   View  12 pp.  Case — Dow Corning and Silicone Gel Breast Implants Ram Subramanian, Mary McKendall The case examines the involvement of Dow Corning in the silicone gel breast implant market. Source: The Society for Case Research, Annual Advances in Business Cases, 1992, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business Ethics; Business Law and Legal Environment of Business Topics:   Add   View  26 pp.  Case — Dow Corning and the Silicone Breast Implant Controversy Anne T. Lawrence The new CEO of Dow Corning Corporation must decide what to do next as the silicone breast implant controversy reaches crisis proportions. A government panel has recommended banning implants and company documents leaked to the press suggest that Dow Corning may have known of the product’s risks for several years. 1993 Source: North American Case Research Association, Case Research Journal, Fall 1993, Vol. 13, Issue 4. Courses: Business Ethics; Organizational Behavior Topics:   Add   View  36 pp.  Case — Innovation Corrupted: The Rise and Fall of Enron (A) Author(s): Salter, Malcolm S. Publication Date: 12/01/2004 Revision Date: 10/17/2005 Product Type: Case (Library) Product Description: Presents a brief historical overview of Enron’s rise, its strategic successes and failures, the evolution of its business model, and the organizational processes relied upon by Enron‘s management to drive and monitor the business. A rewritten version of an earlier case. May be used with: (9-905-049) Innovation Corrupted: The Rise and Fall of Enron (B). HBS Number: 9-905-048 Geographic Setting: Global Industry Setting: Energy Gross Revenues: $100 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Business models; Corporate governance; Ethics; Leadership; Organizational design Academic Discipline: Organizational behavior & leadership   Add   View  13 pp.  Case — Beauty Classics, Inc. Peggy C. Smith, Kathy Kargel, Lester A. Neidell Sabrina Hill, a Caucasian student, prepares to report on her unsuccessful internship at the largest African-American owned company in the city. She wonders about the events that led to termination of the internship — especially the issues of racism and sexism. Sabrina attributes the failure to the irrational behavior of the company principles, rather than her own beliefs, attitudes, and behavior. Source: North American Case Research Association, Case Research Journal, Volume 14, Issue 1, Copyright 1994. Courses: Business Ethics; Human Resources; Management; Organizational Behavior Topics:   Add     30 pp.  Case A — James Burke: A Career in American Business Wendy K. Smith, Richard S. Tedlow This case presents an historical overview of the professional career of James E. Burke, chairman and CEO of Johnson & Johnson. Examines the corporation’s handling of three major occurrences — the Tylenol poisonings in 1982 and 1986 and the acquisition and subsequent sale of Technicare, a maker of diagnostic imaging equipment.Source: Source: Harvard Business School. Copyright 1989. Courses: Advertising; Business Ethics; Management; Marketing Management; Organizational Behavior Topics:   Add   View  10 pp.  Case — Stew Leonard’s Dairy Shrader, Charles B.; Rallis, Stephen A.; Twenter, Joan L. A company made famous by Tom Peters runs into a series of ethical problems that tarnish the firm’s reputation. Why haven‘t the problems affected what customers think about shopping at the company's store? Is management taking the appropriate corrective action? Publication Date: 1998 Geographic Setting: Connecticut Industry Setting: Retailing Event Year Start: 1968 Event Year End: 1996 Courses: Business Policy; Business Ethics; Entrepreneurship Course Sequence: Ethics, Strategy, and Social Responsibility Subjects: Business Policy; Ethics; Business and Society Supplementary Material: Teaching Note   Add   View  10 pp.  Case — The National Financial Planners Association Raymond M. Kinnunen, James F. Molloy, Jr. NFPA was formed to promote the financial planning industry and exchange ideas and information among its members. NFPA decided to hire Program Management, Inc. (PMI), to manage the association. In 1990, NFPA hired Dan Crosby as executive director to guide long-term growth. After observing NFPA’s tight cash position and the small surplus from revenues of the national meeting, Crosby‘s suspicions are aroused. He discovers that PMI is altering the invoices from vendors to collect more from NFPA. Crosby estimates that PMI has diverted $100,000 to $200,000. He wonders how to proceed. Source: North American Case Research Association, Case Research Journal, Vol. 16, Issues 1 & 2, Winter/Spring 1996. Copyright 1997. Courses: Business Ethics; Entrepreneurship; Not-for-Profit; Small Business Topics:   Add   View  9 pp.  Case — “It May Be Legal, But It’s Just Wrong!” Thomas R. Miller K. William Chandler, a Memphis real estate appraiser, is alarmed at an increasingly prevalent practice — overstating the sales prices of new homes on official deed documents. Chandler and some others believe the reduced accuracy of ensuing appraisals is damaging, but many local builders and developers maintain that overstated prices can be justified. Source: North American Case Research Journal, Case Research Journal, Spring 1993, Vol. 13, Issue 2, Copyright 1992. Courses: Business Ethics; Real Estate Topics:   Add   View  5 pp.  Case — Jonathan Ward Timothy W. Edlund Jonathan Ward decides whether to intervene in the treatment of his colleague, Peter Roberts. Roberts and seven other engineers are assigned to a site about 900 miles away for 5-6 months. No provision was made for Roberts to return home during the project; the others are returning home every 2-3 weeks at company expense. The supervisor assures Ward that this is in accordance with a confidential company policy. Ward ponders what action to take. Source: The Society for Case Research, Business Case Journal, Fall, 1994, Vol. 2, Issue 1, Copyright 1994. Courses: Business and Society; Business Ethics Topics:   Add   View  7 pp.  Case — Meyers & Morrison William Naumes, Michelle Wilson, Sherry Walters As the tax season ends, Michael Morrison hears that a competitor is soliciting audit and tax work at significant price reductions. The competitor is his associate, Stephen Adams, who has voiced dissatisfaction with his income. Rather than waiting to hear about his hoped-for partnership, Adams has mailed a business announcement and comparative price list to all the firm’s clients. The partners must respond. They wonder how Adams‘ actions fit with the standards and ethics of the profession. Source: North American Case Research Association, Case Research Journal, Winter 1995, Vol. 15, Issue 1. Copyright 1995. Courses: Accounting; Business Ethics; Human Resources Topics:   Add     3 pp.  Case — Peter Green’s First Day Laura Nash, John B. Matthews Peter Green, a new salesperson for Scott Carpets, learns firsthand that his largest account has always been given a discount based on falsified information and expects the same preferred treatment to continue. Peter’s boss condones the discount. Peter must decide whether to pursue the order on these conditions and how to handle his already shattered relationship with his boss. Source: Harvard Business School. Copyright 1980. Courses: Business Ethics; Human Resources; Management; Retail Management Topics:   Add   View  2 pp.  Case — The Snowflake Potato Division Gamewell Gantt, George A. Johnson, John Kilpatrick Ed Smith, manager of the Snowflake Potato Division, was confronted by a major problem for his division. A primary competitor developed a patented process that has led to a major improvement in its instant mashed potato product. This improvement will jeopardize the competing Snowflake product which is a significant contributor to the division’s profits. Ed must decide whether he will authorize his division to infringe upon the competitor‘s patent and, thus protect the division's market position, or whether he will act in an ethical and legal fashion which will cause the division to suffer significant adverse economic consequences. Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996. Courses: Business and Society; Business Ethics; Business Law and Legal Environment of Business; Business Policy/Strategy Topics:   Add   View  11 pp.  Case — Cabriole Raymond M. Kinnunen and James F. Molloy Jr. Susan White’s fitness wear firm, Cabriole, has lost $800,000 in the past 5 years. Although customers have recognized the superior quality of Susan‘s designs and fabrics, the body wear industry has become a pricing jungle and retailers have sharply cut their buying from suppliers. Susan has discovered a major embezzlement and fired the two employees involved, but cannot tell how much of her loss was due to fraud. Tired after 13 years of effort, she wants to close Cabriole—but how? 1994 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Business Ethics; Marketing Management Topics:   Add   View  10 pp.  Case — Cynthia Cooper and WorldCom (A) Author(s): Mead, Jenny; Werhane, Patricia H.; Darden ID: UVA-E-0279 Published: 2/14/2006 Revised: 2/12/2009 Copyright Year: 2005 Subject Area: Ethics Keywords: business ethics; Ethical issues; Stakeholder management; Telecommunications; Leadership; Accounting; “tone at the top,” entrepreneurship; Mergers and acquisitions Abstract: This case details the in-house discovery of WorldCom’s fraudulent accounting practices and the ethical considerations employees faced during the investigation. In May 2002, Cynthia Cooper, vice president of internal audit for WorldCom, the second-largest telecommunications company in the United States, faced an extremely difficult decision. After months of sleuthing, initially not sure what they were seeking, she and two of her employees at the Clinton, Mississippi, WorldCom headquarters had discovered almost $4 billion in questionable accounting entries. The specter of the Enron collapse in the fall of 2001 still loomed large, and Cooper realized that the situation at WorldCom might even be a far greater financial debacle. If this fraud were revealed, much would be at stake: the company‘s credibility, the fate of thousands of employees, and pension funds loaded with WorldCom stock.   Add   View  12 pp.  Case A — Calox Machinery Corporation Lester A. Neidell Mike Brown, the international sales manager for Calox, has terminated his New Zealand distributor, Glade Industries, but Glade is contesting the decision and threatening legal action. Calox management is divided on whether to stand by Brown or to rescind the termination. Both parties face ethical and legal issues. Source: North American Case Research Association, Case Research Journal, Summer 1993, Vol. 13, Issue 3. Copyright 1993. Courses: Business Ethics; International Marketing; Marketing Topics:   Add   View  3 pp.  Case — Cooper vs. Allied Metals Elinor Rahm Cooper’s suggestion was returned by the suggestion committee with the notation “duplicate suggestion submitted by another suggestor on the same day.” Cooper learned who had made the duplicate suggestion when Monroe, a co-worker in his department, was awarded $12,800 for his suggestion. The chairperson of the suggestion committee defended its decision stating that since Monroe‘s suggestion had “probed the action (change in procedure),'' he was selected to receive the award. The suggestion plan rules stated that the decisions of the suggestion committee were final. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993m, Vol. 1, Issue 1. Copyright 1993. Courses: Business Ethics; Business Law and Legal Environment of Business Topics:   Add   View  21 pp.  Cases A and B — Data General and New York’s Division of Substance Abuse Services   Add   View  15 pp.  Case — Sears Auto Centers (A) (Abridged) Author(s): Paine, Lynn Sharp Publication Date: 12/18/2003 Revision Date: 05/26/2004 Product Type: Case (Field) Product Description: Asks students to assess performance improvement initiatives undertaken by top management at Sears in the early 1990s and to evaluate allegations by the California Department of Consumer Affairs that the company’s auto repair centers have overbilled customers and made unnecessary repairs. Teaching Purpose: To explore the use of financial incentives to drive performance improvements. An abridged version of an earlier case. HBS Number: 9-304-063 Geographic Setting: United States Industry Setting: retail, auto repair Gross Revenues: $50 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Accountability; Automotive supplies; Business government relations; Ethics; Incentives; Legal aspects of business; Organizational problems; Performance appraisal; Regulation; Sales compensation Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Library), (9-304-069), 4p, by Lynn Sharp Paine; Supplement (Library), (9-394-011), 4p, by Lynn Sharp Paine, Michael A. Santoro   Add   View  13 pp.  Case — Managing Client Conflicts Author(s): Nanda, Ashish Publication Date: 01/18/2004 Revision Date: 03/24/2005 Product Type: Note Product Description: Describes the two types of client conflict — conflict of duty and conflict of service -- that professionals manage. Delineates how the management of these conflicts affects the scale and scope of service that professionals provide. Teaching Purpose: To help students distinguish between different types of conflict facing professionals. Also, to understand the impact of conflict norms on the scale and scope of the professional services industry structure as well as the intensity of competition in the profession. HBS Number: 9-904-059 Subjects: Conflicts of interest; Consulting; Ethics; Investment banking; Professional services Academic Discipline: Social enterprise & ethics   Add   View  26 pp.  Case — NovaCare, Inc.: Helping Make Life a Little Better Barrett, Diana NovaCare has evolved over a 15-year period, and senior management believes that its success is largely due to its core values, which are shared on a daily basis and drive decisions. Operational and structural changes have also been made. As financial pressures increase, can these core values survive? What role do values play in the success of a company? Teaching Purpose: A range of processes help to explain corporate success or failure. This case shows the conflict that arises among various processes in the face of financial pressures and can be used to explore the importance of values. A rewritten version of an earlier case. HBS Number: 9-399-118 Type: Case (Field) Publication Date: 6/16/1999 Geographic Setting: United States Industry Setting: health care Gross Revenues: $134.3 million revenues Event Year Start: 1985 Event Year End: 1999 Subjects: Conflicts of interest; Ethics; Health services; Management of change; Organizational change   Added   View  3 pp.  Case — Fall Before Rising: The Story of Jai Jaikumar (A) Author(s): Bowen, H. Kent; Squire, Richard; Vickers-W Publication Date: 03/03/2000 Product Type: Note Product Description: What is the relationship between good fortune, professional success, and a moral obligation to other people? Jai Jaikumar, who as a youth was saved by a shepherd woman after a tragic mountaineering accident in the Himalayas, and who later rose to the top of his professional domain, believed that good fortune, success, and obligation were necessarily and inescapably connected. This case recounts the extraordinary true story of Jai’s mountain fall and subsequent rescue. Contains remarkable parallels to the HBR classic The Parable of the Sadhu, except that here we learn the opposite perspective, with the story revealed through the eyes of the foreigner in distress who must place his fate in the hands of a stranger. May be used with: (9-600-048) A Fall Before Rising: The Story of Jai Jaikumar (B). HBS Number: 9-600-047 Geographic Setting: India and Boston Event Year Start: 1966Event Year End: 1998 Subjects: Education; Ethics; Leadership; Values Academic Discipline: Social enterprise & ethics   Add   View  2 pp.  Case — Siam Cement Group: Corporate Philosophy (C) Paine, Lynn Sharp; Khunaphante, Prompilai In November 1996, the board of directors of Thailand’s Siam Cement Group approves a policy spelling out the extent to which the Group‘s Code of Ethics shall be applied in joint venture and contractor relationships. Teaching Purpose: To develop understanding of a corporate value system rooted in Thai culture. May be used with: (9-398-018) The Siam Cement Group: Corporate Philosophy (A); (9-398-019) The Siam Cement Group: Corporate Philosophy (B). HBS Number: 9-398-020 Type: Case (Field) Publication Date: 9/25/1997 Geographic Setting: Thailand Industry Setting: cement/conglomerate Gross Revenues: $3.4 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Asia; Building materials industry; Corporate culture; Corporate responsibility; Developing countries; Ethics; Management philosophy; Regulated industries   Add   View  16 pp.  Case — Electronic Data Systems (EDS) Kanter, Rosabeth Moss; Dretler, Thomas D. Explores a global program of Electronic Data Systems (EDS) called "Global Volunteer Day" and examines the activities and business situation of the company in four countries. Asks students to address whether American values like "volunteerism" can be exported. Teaching Purpose: To analyze global operations and determine whether American values can be exported to other countries. HBS Number: 9-398-072 Type: Case (Field) Publication Date: 3/30/1998 Revision Date: 10/4/1999 Geographic Setting: United States, Germany, Mexico, China Industry Setting: IT services Number of Employees: 50,000 Gross Revenues: $15.2 billion revenues Event Year Start: 1993 Event Year End: 1997 Subjects: Community relations; International operations; Social enterprise; Strategy implementation; Values Supplementary Materials: Supplement (Field), (9-398-075), 4p, by Rosabeth Moss Kanter, Thomas D. Dretler; Teaching Note, (5-399-003), 7p, by Rosabeth Moss Kanter   Add   View  21 pp.  Case — This Case Sucks: Beavis, Butt-head, and TV Content (A) Badaracco, Joseph L., Jr.; Useem, Jerry Beginning in 1992, "Beavis and Butt-head," an animated series on MTV about two uncivilized teen-aged misfits, became both a runaway popular sensation and the symbol of a heated national debate about violent and inappropriate programming on television. Especially after the show was blamed for inspiring a five-year-old to set a fire that killed his younger sister, the controversy posed difficult decisions both for MTV’s parent company, Viacom, and for advertisers, including some of America‘s biggest. Teaching Purpose: To examine corporations' ethical responsibilities in governing media content, in the context of First Amendment rights versus the social consequences of programming. HBS Number: 9-395-053 Type: Case (Library) Publication Date: 9/14/1994 Revision Date: 1/15/1997 Geographic Setting: United States Industry Setting: television Gross Revenues: $2 billion revenues Event Year Start: 1992 Event Year End: 1994 Subjects: Advertising media; Business & society; Corporate responsibility; Entertainment industry; Ethics; Regulated industries Supplementary Materials: Supplement (Library), (9-396-341), 1p, by Joseph L. Badaracco Jr., Jerry Useem   Add   View  7 pp.  Case — DANVILLE AIRLINES Author(s): Mead, Jenny Darden ID: UVA-E-0265 Published: 4/8/2004 Revised: 2/16/2006 Copyright Year: 2004 Subject Area: Ethics Keywords: business ethics, ethical issues, ethics, medical, managerial ethics, public relations/publicity Teaching Note: UVA-E-0265TN Abstract: This case presents the dilemma faced by Danville Airlines’ management when one of its best pilots is found to have the inherited gene for Huntington‘s disease. Although he inevitably will develop the physically and mentally debilitating disease, the pilot, who has yet to experience symptoms, does not want to step down from his position. Danville Airlines explores the complicated issues of employee rights versus public safety, employee rights to privacy, and genetic testing and its effects on employees and management.   Added   View  11 pp.  Case — Jonah Creighton (A) Donnellon, Anne; Margolis, Joshua D. How do you manage yourself and your interaction with others when you feel your personal values challenged? What should you be aware of as you proceed with sensitive, ethical issues? Jonah Creighton coordinates the company’s fast-track training program, and when he tries to place some participants at two of the company‘s overseas divisions, he learns of their discriminatory hiring practices. He finds this deeply troubling and attempts to have the issue addressed by his supervisor and others at the company. As he tries to act in accordance with his personal standards and convictions, his relationship with his supervisor deteriorates, and he feels increasingly uncertain about his future at the company. People do not seem to be responding to the problems he sees, and Jonah wonders how to proceed. HBS Number: 9-490-090 Type: Case (Field) Publication Date: 6/29/1990 Revision Date: 3/5/1991 Geographic Setting: West Coast Industry Setting: packaged goods Number of Employees: 50,000 Gross Revenues: $4 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Discrimination; Ethics; Managing superiors; Organizational behavior; Personal strategy & style; Values Supplementary Materials: Supplement (Field), (9-490-091), 3p, by Anne Donnellon, Joshua D. Margolis; Teaching Note, (5-491-094), 32p, by Anne Donnellon, Joshua D. Margolis   Add   View  9 pp.  Case — Burroughs Wellcome And The Pricing Of Azt (A) Author(s): Liedtka, Jeanne M. Darden ID: UVA-E-0074 Published: 4/15/1991 Revised: 6/1/1991 Copyright Year: 1991 Subject Area: Ethics Keywords: business and society, ethical issues, ethics, medical, pricing, diversity case, social responsibility Teaching Note: UVA-E-0074TN Abstract: This case focuses on the development of AZT, the first drug approved for the treatment of AIDS, and the issues faced by its U.K. producer, Wellcome PLC, as it decides how to set the drug’s price. The case includes brief overviews of the disease itself, drugs in development to treat it, the pharmaceutical industry and its practices, and the history of Wellcome PLC and its U.S. subsidiary, Burroughs Wellcome. The A case concludes with analysts‘ predictions for the soon-to-be-announced price of AZT. See also the B case (UVA-E-0075) and the C case (UVA-E-0076).   Add   View  3 pp.  Case — BURROUGHS WELLCOME AND THE PRICING OF AZT (B) Author(s): Liedtka, Jeanne M.; Darden ID: UVA-E-0075 Published: 6/23/1992 Revised: 3/1/1994 Copyright Year: 1992 Subject Area: Operations Management Keywords: service industries; Management of; Total quality Teaching Note: UVA-E-0074TN Abstract: This case provides an opportunity to assess a management system that focuses on the quality of employee involvement, customer service, and continuous improvement.   Add   View  2 pp.  Case — BURROUGHS WELLCOME AND THE PRICING OF AZT (C) Author(s): Liedtka, Jeanne M.; Darden ID: UVA-E-0076 Published: 4/15/1991 Revised: 6/1/1991 Copyright Year: 1991 Subject Area: Ethics Keywords: Business and society; Ethical issues; Medical ethics; Pricing; Social responsibility Teaching Note: UVA-E-0074TN Abstract: The C case concludes the series with a discussion of the developments surrounding AZT from the initial price announcement to March 1991. See also the A (UVA-E-0074) and B (UVA-E-0075) cases.   Add   View  11 pp.  Case — U.S. WEST: THE CASE OF THE DINKA LETTERS (A) Author(s): Lynn A. Isabella; Tya Daud Description: This case presents the student with a business decision marked by ethical parameters. Should U.S. West terminate its advertising account with an agency that is embroiled in an ethnic/gender conflict? How should the decision be made? By what criteria? The B case (OB-0442) provides postdecision information. Subjects: business ethics; communication process; cultural conflict; diversification; ethical issues; diversity in the workplace; diversity case; diversity; ethics Darden ID: OB-0436 Teaching Note: OB-0436TN   Add   View  8 pp.  Case — Rohner Textil AG (A) Author(s): Mehalik, Matthew M.; Werhane, Patricia H.; Gorman, Michael E. Darden ID: UVA-E-0107 Published: 1/22/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: environment ethical issues; manufacturing strategy; international case; environmental cases Teaching Note: UVA-E-0107TN Abstract: This series of cases (see also the B [UVA-E-0108], C [UVA-E-0109], D [UVA-E-0110], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. Faced with community pressure to use quieter machinery and challenged by increasingly stricter environmental regulations, Kalin has committed himself to improving the ecological profile of the mill. He has adopted a set of rule-based design imperatives proposed by William McDonough based on McDonough’s concept “waste equals food.” Given these strict environmental parameters, Kalin attempts to design and manufacture a compostable fabric for DesignTex, a division of the U.S. company Steelcase. The A case examines Kalin‘s choice of a twisting-yarn supplier: the two alternatives pose significant differences in product quality, reliability, and performance.   Add   View  4 pp.  Case — Rohner Textil AG (B) Author(s): Mehalik, Matthew M.; Werhane, Patricia H.; Gorman, Michael E. Darden ID: UVA-E-0108 Published: 1/22/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: environment ethical issues; manufacturing strategy; international; alternative business issue or setting; diverse protagonist; gender (female protagonist); environmental Teaching Note: UVA-E-0107TN Abstract: This series of cases (see also the A [UVA-E-0107], C [UVA-E-0109], D [UVA-E-0110], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. The B case finds Kalin facing a new problem. Steelcase has updated its manufacturing machinery, thus creating additional strength requirements for the compostable fabric Rohner has designed. Kalin must decide whether to coat the fabric with a chemical that has questionable environmental side effects to avoid losing his biggest customer.   Add   View  3 pp.  Case — Rohner Textil AG (C) Author(s): Mehalik, Matthew M.; Werhane, Patricia H.; Gorman, Michael E. Darden ID: UVA-E-0109 Published: 1/22/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: environmental issues; ethical issues; ethics, medical; manufacturing strategy; international; alternative business issue and setting; environmental Teaching Note: UVA-E-0107TN Abstract: This series of cases (see also the A [UVA-E-0107], B [UVA-E-0108], D [UVA-E-0110], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. In the C case, Rohner’s dyemaster substitutes another dye for the dye Rohner is currently using for its compostable-fabric project. The substituted dye is cheaper and poses no environmental threat. The dyemaster, however, did not inform Kalin before making the change, nor did he get approval from the EPEA, an independent organization that evaluates Rohner‘s environmental protocols.   Added   View  2 pp.  Case — $2,500 Author(s): Freeman, R. Edward; Mead, Jenny; Lown, Christian Darden ID: UVA-E-0251 Published: 5/28/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: ethical issues Abstract: This case present the dilemma of an employee who, having been terminated in a manner he deems is unfair, has to decide whether to cash or return a $2,500 check wrongfully sent him by his former employer.   Add   View  9 pp.  Case — Helen Gates Author(s): Yemen, Gerry; Davidson, Martin N. Darden ID: UVA-OB-0723 Published: 3/28/2002 Copyright Year: 2001 Subject Area: Accounting and Control Keywords: conflict management; diversity, management of; group behavior; group dynamics; interpersonal behavior; leadership; discrimination; management skills Teaching Note: UVA-OB-0723TN Abstract: Ted Evans is the line manager at a construction materials plant in Richmond, Virginia. Over the years, Evans has had experience dealing with morale, training and development, materials handling, and quality control. Helen Gates, a 27-year company veteran, has come to see Evans with charges of both gender and racial discrimination. She believes she has been denied promotions because of an institutionalized system of discrimination. Gates is the only woman of color on line four of the C shift. She had approached management on several previous occasions with concerns over various easily resolved issues. This case challenges students to look at the issues from both sides of the fence. Gates had once been friendly with one of the individuals that she accuses of being disrespectful. Evans must weigh the issues. The case offers students a chance to view why people behave the way they do and to approach what is happening in relationships and interactions with a clearer understanding.   Add   View  11 pp.  Case — HINDUSTAN LEVER LIMITED (HLL) AND PROJECT STING (A) Author(s): Michael E. Gorman; Patricia H. Werhane; Jenny Mead Description: Set in India in the 1980s and ’90s, this series of cases concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India‘s rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India's population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the “bottom of the pyramid” is an untapped and potentially lucrative market. See also the B (UVA-E-0267), C (UVA-E-0268), and D (UVA-E-0269) cases. Subjects: change implementation; ethical issues; market analysis; market segmentation; marketing research; marketing strategy; product positioning Darden ID: E-0266 Teaching Note: E-0266TN   Add   View  4 pp.  Case — HINDUSTAN LEVER LIMITED (HLL) AND PROJECT STING (B) Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny Darden ID: UVA-E-0267 Published: 9/3/2004 Copyright Year: 2004 Subject Area: Ethics Keywords: change implementation; ethical issues; market analysis; market segmentation; marketing research; marketing strategy; product positioning Teaching Note: UVA-E-0266TN Abstract: Set in India in the 1980s and 1990s, this series of cases (labeled A through D, UVA-E-0266 through UVA-E-0270).concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India’s rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India‘s population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the “bottom of the pyramid” is an untapped and potentially lucrative market.   Add   View  26 pp.  5. Value Added: The Impact of Vision and Values   Add   View  24 pp.  Case — Amanco: Developing the Sustainability Scorecard Author(s): Reisen de Pinho, Ricardo; Kaplan, Robert S. Publication Date: 01/25/2007 Revision Date: 01/29/2008 Product Type: Case (Field) HBS Number: 9-107-038 Geographic Setting: Latin America Industry Setting: Manufacturing industries Gross Revenues: $700 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Balanced scorecard; Corporate responsibility; Environmental protection; Social enterprise; Sustainability Academic Discipline: Competitive strategy Product Description: Describes the challenges of using the Balanced Scorecard to implement a triple-bottom-line strategy for delivering excellent economic, environmental, and social performance. The owners and senior executive team of Amanco, a producer of plastic pipe and complete water treatment systems, want strong financial returns but are also deeply committed to improving the environment and making a difference in people’s lives. Robert Salas, CEO, wants a management system that communicates and motivates Amanco‘s three high-level goals. Initially, he creates a simple scorecard of measures, but he soon migrates to developing a strategy map and Balanced Scorecard that places economic, environmental, and social objectives as the highest-level objectives. He faces the challenges of cascading the corporate Balanced Scorecard to operating units throughout Latin America and how to develop better measures of social and environmental impact. Salas must also address whether he can sustain Amanco's balanced strategy while entering the Brazilian market, where he faces an entrenched and much larger competitor.   Add   View  1 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (G) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0197 Published: 3/30/2000 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical issues, ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.   Add   View  2 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (H) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0198 Published: 3/30/2000 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical issues; ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.   Add   View  1 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (I) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0199 Published: 3/30/2000 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical issues, ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.   Add   View  2 pp.  Case — Sailing In Rough Seas Author(s): Freeman, R. Edward; Mead, Jenny; Freides, Drew Darden ID: UVA-E-0255 Published: 5/28/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: ethical issues Teaching Note: UVA-E-0255TN Abstract: Although not set in a business environment, this case illustrates the basic principles and rights and outlines the stakeholders in a situation where ethically questionable behavior has occured.   Add   View  24 pp.  Case — The Lincoln Electric Company — 1989 Arthur Sharplin An update of the classic case by a leading case author. This case highlights the impact of management values, beliefs, and philosophy on strategy implementation at Lincoln Electric Company, the world’s largest maker of arc-welding products. Source: Submitted by authors and selected for use by Pinnacle Editorial Board. Copyright 1982, Revised 1989. Courses: Business and Society; Business Ethics; Business Policy/Strategy; International Management; Public Policy Topics:   Add   View  29 pp.  Case — The Lincoln Electric Company, 1996 Arthur Sharplin; John A. Seeger The case examines the implications of public ownership for the firm’s famous incentive system. Since its founding, Lincoln had minimized the interests of stockholders in favor of giving employees a “very solid, secure company in which to place their lives” and bonuses averaging 90 percent of annual pay since 1943, according to company sources. During the disappointing international expansion efforts of 1992-1993, the company maintained bonuses for its profitable U.S. operations at the level of 60 percent of wages but was forced to borrow the funds. Its 1995 public issue raised capital to reduce the new debt. By early 1996, Business Week and others were suggesting that the renowned Incentive Management System had outlived its era, and that public stockholders deserved better treatment. Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 1-2 Subjects: Strategic Management, Stakeholder Model, Incentive Systems   Add   View  11 pp.  Case — Laramie Senior Center: A Comprehensive Community Resource James W. Clinton This case demonstrate the ability of a small group of concerned citizens to make a difference in their community by coordinating delivery of a multiplicity of complex government programs affecting local senior citizens. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Business Policy/Strategy; Healthcare Topics:   Add   View  2 pp.  Case — The Snowflake Potato Division Gamewell Gantt, George A. Johnson, John Kilpatrick Ed Smith, manager of the Snowflake Potato Division, was confronted by a major problem for his division. A primary competitor developed a patented process that has led to a major improvement in its instant mashed potato product. This improvement will jeopardize the competing Snowflake product which is a significant contributor to the division’s profits. Ed must decide whether he will authorize his division to infringe upon the competitor‘s patent and, thus protect the division's market position, or whether he will act in an ethical and legal fashion which will cause the division to suffer significant adverse economic consequences. Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996. Courses: Business and Society; Business Ethics; Business Law and Legal Environment of Business; Business Policy/Strategy Topics:   Add   View  40 pp.  Case A — Challenger: The Path to Disaster Mark Maier Was the Challenger disaster of January 1986 inevitable? By tracing its historical antecedents and documenting the final launch decision-making process, we have an opportunity to discover how the tragedy resulted from dynamics that are endemic to everyday organizational life. Can students avoid launching their own “challenger” at work?Source: North American Case Research Association, Case Research Journal, Vol. 14, Issue 1. Copyright 1994. Courses: Business Ethics; Organizational Theory Topics: Business Ethics; Decision-Making; Organizational Theory   Add   View  16 pp.  Case — First Community Bank Author(s): Kanter, Rosabeth Moss Publication Date: 01/18/1996 Revision Date: 12/05/2005 Product Type: Case (Field) Product Description: First Community Bank, a bank-within-a-bank at Bank of Boston, was established in 1990 as a unique venture to serve urban communities. By 1995 it has achieved profitability but must manage relationships with the mainstream at Bank of Boston, serve as a change agent and role model, and face the challenge of reexamining its mission and structure. May be used with: (9-301-086) First Community Bank (B): Community Banking Group. HBS Number: 9-396-202 Geographic Setting: New England Industry Setting: Banking industry Event Year Start: 1995 Event Year End: 1995 Subjects: Balanced scorecard; Banking; Change management; Community relations; Corporate responsibility; Leadership; Mergers & Acquisitions; Organizational change; Strategic planning Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-399-002), 9p, by Rosabeth Moss Kanter   Add   View  21 pp.  Case — Integrated Packaging Corp.: Struggling to Do the Right Thing (A) Author(s): Leonard, Herman B.; Watson, Orson Publication Date: 10/11/2006 Revision Date: 11/09/2006 Product Type: Case (Field) HBS Number: 9-307-064 Geographic Setting: Detroit, MI; New Brunswick Industry Setting: Shipping industry Number of Employees: 100 Gross Revenues: $67 million revenues Event Year Start: 1994 Event Year End: 2003 Subjects: Corporate responsibility; Economic development; Employee development; Employee problems; Management styles; Minority & ethnic groups; Small business; Social responsibility Academic Discipline: General management Supplementary Materials: Supplement (Field), (9-307-065), 11p, by Herman B. Leonard, Orson Watson; Supplement (Field), (9-307-066), 8p, by Herman B. Leonard, Orson Watson Product Description: As a child, Al Fuller had seen his working-class, African-American neighborhood disintegrate as factory jobs moved away. He resolved to help inner-city communities do better when he grew up. Some years later, as an accomplished university graduate with several years manufacturing experience, he embarked on a scheme to take over and revitalize first one, then another, corrugated box plant. These plants were plagued by inefficiency, poor quality control, and tense labor relations. Using his understanding of inner-city life, Fuller employed discipline-based strategies to empower his employees and turn the failing plants into engines of community revitalization.   Add   View  29 pp.  Case — Levi Strauss & Co.: Global Sourcing (A) Author(s): Paine, Lynn Sharp; Katz, Jane Palley Publication Date: 11/29/1994 Revision Date: 02/27/1997 Product Type: Case (Library) Product Description: In 1993, senior managers at Levi Strauss & Co., the world’s largest brand-name apparel manufacturer, were deciding whether the company should have a business presence in China, given the human rights and other problems there. The China Policy Group has been asked to use the company‘s “principled reasoning approach” to make a recommendation based on the company's ethical values and newly-adopted global sourcing guidelines. Teaching Purpose: Intended to develop decision-making skills. Allows for discussion of the concept of human rights and of company responsibilities for the activities of suppliers operating in different economic, cultural, and legal environments. HBS Number: 9-395-127 Geographic Setting: global Industry Setting: apparel Company Size: Fortune 500 Number of Employees: 36,000 Gross Revenues: $5.6 billion revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Brands; China; Clothing; Country analysis; Ethics; Foreign investment; International business; Sourcing Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Library), (9-395-128), 8p, by Lynn Sharp Paine, Jane Palley Katz; Teaching Note, (5-395-213), 31p, by Lynn Sharp Paine, Joshua D. Margolis   Add   View  12 pp.  Case A — SHOREBANK AND INDECORP Author(s): McMillen, Sheila Darden ID: UVA-E-0120 Published: 10/2/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: banking loan evaluation; community relations; corporate social responsibility; minorities in business Teaching Note: UVA-E-0120TN Abstract: Shorebank, owner of the Chicago community-development bank South Shore Bank, must decide whether to acquire another Chicago institution, Indecorp. The A case reviews the history of white-owned South Shore Bank, recounting its rejection of “redlining,” its commitment to community reinvestment, and its excellent lending record in a predominantly low-income, minority neighborhood. The A case also reviews the history of Indecorp, then the largest black-owned U.S. financial institution. Though its mission is to increase African Americans’ access to financial resources, Indecorp‘s lending record is not as impressive as Shorebank's. See also the B (E-0121) and C (E-0122) cases.   Add   View  6 pp.  Case B — SHOREBANK AND INDECORP Author(s): McMillen, Sheila Darden ID: UVA-E-0121 Published: 10/2/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: community relations; corporate social responsibility; minorities in business; public relations/publicity Teaching Note: UVA-E-0120TN Abstract: The B case (see also the A [E-0120] and C [E-0122] cases) opens with Shorebank’s decision not to pursue Indecorp, though by the end of the case Shorebank is reconsidering its decision. In the meantime, OmniBanc, a relatively small black-owned bank based in Michigan, makes a bid for Indecorp. To gain support for its bid, OmniBanc‘s public-relations efforts focus on retaining black ownership of the institution. Although the bid is ultimately unsuccessful, it raises the question of who should lend in the African American community.   Add   View  7 pp.  Case C — SHOREBANK AND INDECORP Author(s): McMillen, Sheila Darden ID: UVA-E-0122 Published: 7/23/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: mergers and acquisitions; community relations; corporate social responsibility; minorities in business Teaching Note: UVA-E-0120TN Abstract: The C case (see also the A [E-0120] and B [E-0121] cases) opens with Shorebank’s announcement that it will acquire Indecorp. From Shorebank‘s perspective, the merger affords an opportunity to further its mission by widening the market base that it already serves. Despite Shorebank's excellent lending record, public controversy erupts over the white-owned firm's acquisition of black-owned Indecorp. Public perceptions of the deal vary, but several black-community activists are outspoken in their opposition to the merger.   Add   View  33 pp.  Case — Ikea And The Natural Step Author(s): Andrea Larson; Joel E. Reichart Description: In 1996, IKEA’s $5 billion in revenues made it the world‘s largest retailer of furniture and home furnishings. This case uses IKEA to analyze how large companies can retain their entrepreneurial roots and innovative capacities through various means, including the management of global networks of alliances, internal systems that encourage innovation, and a strong corporate culture. IKEA has extended its activities as an innovator through its incorporation of the Natural Step framework for assessing the ecological and social sustainability of commercial activity. The case lends itself to class discussions of entrepreneurship and innovation in large firms, environmentally responsible strategies and network ties, leadership, and corporate culture/values. Subjects: business and society; corporate social responsibility; cultural conflict; entrepreneurship; environmental issues; innovation management; leadership; diverse protagonist, African-American; human relations; international; Alternative Business Issue or Setti Darden ID: ENT-0030 Teaching Note: ENT-0030TN   Add   View  9 pp.  Case — El Diablo: The Corner Cleaner Affair Author(s): Fairchild, Gregory B.; Darden ID: UVA-E-0218 Published: 6/20/2001 Copyright Year: 2003 Subject Area: Ethics Keywords: crisis management; Communication process; Conflict management; Corporate social responsibility; Ethical issues; Marketing strategy Teaching Note: UVA-E-0218TN Abstract: This case involves the decision of a publishing company, El Diablo, to target a traditionally underserved market with a series of books about gang life and street vigilantism. The decision has repercussions within the firm, as collegial relationships are tested by office politics, and outside of the firm, where community response to the project is less than positive. Civil rights groups challenge the company’s development of pulp fiction targeted at black youths as unethical and likely to lead them to violence. Also, the hiring of a minority candidate by the minority director of the new products division is questioned by top management. The case raises difficult questions: Does a corporation have a civic duty to its target audience? How might that manifest itself? At the intersection of profit and responsibility, who has the right of way? (Role-play opportunities are explained in the teaching note.)   Add   View  1 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (A) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0191 Published: 3/30/2000 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical isssues; ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.   Add   View  1 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (B) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0192 Published: 3/30/2000 Copyright Year: 2000 Subject Area: Ethics Keywords: ethical issues; ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.   Add   View  1 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (C) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0193 Published: 3/30/2000 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical issues; ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.   Add   View  1 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (D) Author(s): F. Edward Freeman; Stacy Pierce Description: This set of cases presents various vignettes, each with a specific dilemma, about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. E-0204 is a technical note about genetic testing which provides background and information on the issues. Subjects: ethical issues; ethics, medical Darden ID: E-0194 Teaching Note: N/A   Add   View  1 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (E) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0195 Published: 3/30/2000 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical issues; ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.   Add   View  2 pp.  Case — GENETIC TESTING AND THE PUZZLES WE ARE LEFT TO SOLVE (F) Author(s): Freeman, R. Edward; Pierce, Stacy Darden ID: UVA-E-0196 Published: 3/30/2000 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical issues; ethics, medical Abstract: This set of cases (labeled A through M [UVA-E-0192 through UVA-E-0203]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. UVA-E-0204 is a technical note about genetic testing which provides background and information on the issues.    III. Leading Corporate Citizens and Their Stakeholders   Add   View  1 pp.  Introduction   Add   View  43 pp.  6. Stakeholders: The Relationship Key   Add   View  10 pp.  Article — Rethinking the New Corporate Philanthropy Author(s): Sasse, Craig M.; Trahan, Ryan T. Publication Date: 01/15/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH219 Subjects: Corporate image; Corporate strategy; Social responsibility; Stakeholders Academic Discipline: Social enterprise & ethics Product Description: More than ever, corporations are expected to practice “citizenship” by engaging in various community or social philanthropy programs. These corporate social responsibility (CSR) programs have broad appeal among business scholars, business executives, and the public. After first setting some theoretical boundaries for CSR as it relates to the legal and strategic management fields, the authors examine how CSR (both its implementation and expectations) can lead to unintended results, compromising the distinct roles business and government play in market-driven, democratic systems.   Add   View  3 pp.  Case — Solidarity? Robert P. Crowner, Eastern Michigan University This case is about a hostile labor dispute between management and a union negotiating team trying to resolve a year and half long labor dispute. The union negotiating team lead by Bill, the vice-president, calls for state mediation to try and resolve the dispute. Through the mediation process every outstanding article is negotiated except for one remaining issue. This issue deals with a bargaining unit member who retired one year into the dispute. Management holds the view that this individual is not entitled to retro-active pay for his last year of service. The union team strongly holds the opposite view, since every other bargaining unit member is going to receive retro-active compensation. Management makes its final offer of the mediation process and it does not include retro-active pay for the retired bargaining unit member. The union negotiating team has to give a reply to management’s final offer; they can either accept it or reject it. What should be done? Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000 Topics: Labor Relations; Human Resources; Business Ethics   Add   View  9 pp.  Case — The Valentine’s Day Massacre: Reorganization of the Lacustrine Plant Robert R. Edwards, Arkansas Tech University David W. Roach, Arkansas Tech University The Lacustrine Plant has just completed a reduction in force (RIF) that eliminated 10 percent of its production workers. Workers were selected for termination through an unscheduled performance appraisal supposedly conducted for employee development purposes. Although he had no involvement in their selection, Kyle Gregory, a middle-level manager in the Human Resources Division, is troubled by the methods used to identify the individuals who were terminated. As the case ends, Kyle is asked by his supervisor to discuss the reduction in force with a newspaper reporter. He realizes that answering the reporter’s questions truthfully is likely to displease his superiors. Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000 Topics: Human Resources; Business Ethics   Add   View  15 pp.  Case — BASF’s Proposed Paint Plant: A Community‘s Reaction Max Douglass In April 1988, BASF announced its intention to construct an automotive paint plant, but the proposal was met with controversy. The Terre Haute Environment Rights coalition filed suit in U.S. District Court to overturn the sale of land to BASF. BASF announced it was no longer interested in the location. This case raises several questions about social responsibility/responsiveness issues. Source: The Society for Case Research, Case Research Journal, Fall 1993, Vol. 1, Issue 1, Copyright 1993. Courses: Business and Society; Business Ethics; Business Policy/Strategy; Marketing Management; Public Relations Topics:   Add   View  12 pp.  Case — Gilson Manufacturing Company Safety Program Rae Andre This case provides opportunities to discuss such issues as why managers need to think strategically, getting tough versus enhancing participation, and the stresses a new manager faces in an ambiguous role. Source: Society for Case Research, Business Case Journal, Summer 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Business and Society; Management Topics:   Add   View  28 pp.  Cases — Arthur D. Little, Inc. and the Toxic Alert   Add   View  11 pp.  Case — Glickman’s Dilemma: Activist or Administrator? M. Jill Austin, Middle Tennessee State University Mary Lynn Reed, Middle Tennessee State University Approximately 7,000 people die of food poisoning each year in the U.S. making food-borne illness a significant health problem. The USDA currently conducts inspections at slaughterhouses and tests for the presence of pathogens,disease, and other foreign matter in meat and poultry. U.S. Department of Agriculture (USDA) Secretary Dan Glickman has been actively involved in lobbying for new legislation to improve meat and poultry safety. Source: The Society for Case Research, Annual Advances 1998, Publication Date: 2000 Topics: Business and Society; Business Ethics   Add   View  4 pp.  Case — Safety Concerns about Dandruff Shampoos John J. Casson Questions have been raised about whether two of the active ingredients in some dandruff shampoos are harmful. A key issue for manufacturers and marketers of medicated shampoos is how to respond to such tentative research results and to any concerns that such findings may create in the minds of consumers. Such companies have several strategic options for dealing with the business problems and opportunities associated with this issue. Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996. Courses: Business Ethics; Business Policy/Strategy; Management; Marketing Topics:   Add   View  8 pp.  Case — Office Mart, Inc. Thomas R. Miller, Linda Ferrell The regional manager of a chain of discount office supply stores is concerned about a tragic incident involving a store of his direct competitor. That store had sold an aerosol product designed for cleaning computers to teenagers who used it as an inhalant. The girl suffered coronary arrest and her family is suing the manufacturer, the store, and its managers for $25 million! The manager wonders whether the same kind of incident could happen in an Office Mart store. 1994 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Business Ethics; Marketing Topics:   Add   View  7 pp.  Case — Carpax Company and Phyllis Copeland Phyllis Copeland, an attractive but uneducated young woman with low qualifications, has received several promotions as her bosses ended their affairs with her. Now Carpax’s new advertising director finds her performance and attitude intolerable. But because of her connections with top management, his own career may suffer if he takes action against her. Source: North American Case Research Association, Case Research Journal, Winter 1995, Vol. 15, Issue 1. Copyright 1995. Courses: Human Resources; Organizational Behavior Topics:   Add     10 pp.  Case — Food Lion: Crisis of Strategy or Ethics? Chi Anyansi-Archibong, Betty L. Brewer, Isaiah O. Ugboro From 1985-1995, Food Lion’s sales tripled while assets, net income and earnings per share quadrupled. The number of employees doubled. However, this impressive performance was greatly affected by the aftershocks from a November 5, 1995 “PrimeTime Live” broadcast alleging unsanitary food handling practices. Source: Submitted by authors and selected by Pinnacle II Editorial Board. Copyright 1996. Courses: Business Ethics; Business Law and Legal Environment of Business; Business Policy/Strategy; Labor Relations Topics:   Add   View  10 pp.  Case — Gilead Sciences (A): The Gilead Access Program for HIV Drugs Author(s): Baron, David P.; Krehbiel, Keith; Tayan, Brian Publication Date: 03/21/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: P53A Geographic Setting: Africa Industry Setting: Pharmaceutical industry Subjects: AIDS; Developing countries; Government policy; Public policy; Public relations; Strategy formulation Academic Discipline: Social enterprise & ethics Product Description: Describes the initial considerations of Gilead Sciences as it designed a strategy for delivering its AIDS drug Viread to developing nations in Africa. In October 2001, Gilead Sciences received approval from the U.S. Food and Drug Administration for the commercial sale of Viread, a significant new drug for the treatment of HIV/AIDS. Viread proved to be an immediate success, increasing rapidly in sales and market share in the United States within its first year on the market. As Gilead made plans to take the drug global in early 2003, a high priority was to make the drug readily available to millions of people in the least developed nations, where the HIV virus was having its most devastating effects. Pricing and distribution were key considerations. Gilead did not have a distribution system in place in any of these countries, and the price charged in the United States would be prohibitive in the developing world. May be used with: (P53B) Gilead Sciences (B): Implementing the Gilead Access Program for HIV Drugs.   Add     24 pp.  Case — Food Lion Comes to Tulsa...“Hello, I’m Diane Sawyer” Joseph Wolfe, University of TulsaCourse Area: Strategic Management; Consumer Goods; Retail Groceries; Marketing ManagementCase Coverage: Complex Level; Ethics, Quality, Strategy ImplementationDescription: Food Lion is America’s fastest growing food chain with over 100 stores being added a year. It is currently implementing a strategy of market development by opening a large number of new stores in the southwest. Some have alleged that part of its phenomenal growth has been obtained by unethical and illegal practices. These actions have been documented in a PrimeTime Live exposure which must be dealt with by Food Lion‘s management. 1993Setting: Large Size Firm; Southern U.S.A.Case Decision Date: 1993 (P&R-ALT5/11-070)   Add   View  16 pp.  Case — Occupational Safety and Health Administration Joe G. Thomas The case opens with the fire at the Imperial Foods plant which killed 25 people; the plant had never been inspected in its eleven-year history. The Occupational Safety and Health Administration (OSHA) is responsible for enforcing safety and health regulations in the six million establishments in the U.S. OSHA’s staff, down almost 25%, must prioritize inspections. Some businesses, such as Imperial Foods, are rarely inspected. Few people are concerned about this situation until there is a disaster. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business Ethics; Business Policy/Strategy; Healthcare Topics:   Add     19 pp.  Case — Asian Rattan, Inc. Sam McDowell and edited by Richard G. Linowes Asian Rattan (The Philippines) is a rattan furniture manufacturer that has just weathered a crippling strike by its labor union, which had simply demanded the legal minimum wage. The strike shut down the factory for 18 months, and now its general manager, the son of a prosperous, industrialist family, weighs whether or not to reopen the factory. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Small Business Topics:   Add   View  27 pp.  Case — Peninsula Community Foundation Author(s): Austin, James E.; Wei-Skillern, Jane; Wagonfeld, Alison Berkley Publication Date: 08/15/2003 Revision Date: 12/06/2004 Product Type: Case (Field) Product Description: After leading the Peninsula Community Foundation (PCF) through a period of tremendous growth, its president, Sterling Speirn, is facing the prospect of a decline in the foundation’s asset base for the first time in the foundation‘s history. In addition, the fact that financial service companies had made recent inroads in the market for administering donor-advised funds in recent years, an area that had been a key source for growth for community foundations for the last few decades, compelled Speirn to evaluate PCF's positioning in the market and to consider potential collaboration opportunities with these companies. Teaching Purpose: To illustrate the role of foundations as philanthropic providers and to analyze the strategic implications of the blurring of boundaries between nonprofits and for-profits in the donor-advised funds field. HBS Number: 9-304-015 Geographic Setting: United StatesIndustry Setting: nonprofitNumber of Employees: 50Gross Revenues: $6 million revenues Event Year Start: 2003Event Year End: 2003 Subjects: Alliances; Market positioning; Nonprofit sector; Philanthropy; Social enterprise; Strategic alliances; Strategy formulation Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-304-103), 10p, by James E. Austin, Jane Wei-Skillern, Alexis Gendron   Add   View  35 pp.  Case — Recall 2000: Bridgestone Corp. (A) Author(s): Paine, Lynn Sharp Publication Date: 07/10/2001 Revision Date: 02/27/2003 Product Type: Case (Library) Product Description: In September 2000, the president of Bridgestone-Firestone, the U.S. subsidiary of Japan’s Bridgestone Corp., was invited to appear before a U.S. congressional subcommittee investigating the August 2000 recall of more than 6.5 million tires made by the subsidiary. The tires had been implicated in several hundred auto accidents and dozens of fatalities in the United States and elsewhere around the globe. This case depicts the tire controversy and the decisions it posed for Bridgestone‘s management. Tracing Bridgestone's evolution from a regional multinational to a global player by way of acquiring Firestone, a U.S. tire maker founded in 1900, the case shows how cultural differences between the two business systems played a part in creating the situation and in shaping Bridgestone/Firestone's responses to it. Teaching Purpose: To illustrate differences between the United States and Japanese business systems and to introduce students to the challenges of cross-border management. A rewritten version of an earlier case. HBS Number: 9-302-013 Geographic Setting: Japan, United StatesIndustry Setting: tiresNumber of Employees: 100,000Gross Revenues: $20.4 billion revenues Event Year Start: 1931Event Year End: 2000 Subjects: Corporate culture; Cross cultural relations; Japan; Management of crises; Product liability; Regulation; Tire industry Academic Discipline: General management Supplementary Materials: Supplement (Library), (9-302-014), 7p, by Lynn Sharp Paine   Add   View  2 pp.  Case — Manville Corp. Fiber Glass Group (C) (Abridged) Author(s): Paine, Lynn Sharp Publication Date: 12/17/2003 Product Type: Case (Field) Product Description: Manville Corp.’s senior managers are surprised when Japanese government officials advise them not to go forward with their plan to add a cancer warning label to diatomaceous earth (DE) products sold in Japan. The International Agency for Research on Cancer has ruled that a component of DE is probably carcinogenic, and Manville has prepared to modify its labels and material safety data sheets and to mount a communications effort to inform customers of the cancer warning. Now, Manville‘s senior managers are being told that it is “culturally inappropriate” to proceed with this plan in Japan. Teaching Purpose: To raise the issue of moral imperialism as it relates to human health and safety: Is it appropriate for a manager to act on his or her sense of responsibility to warn of product risks when told by government officials of another country that such behavior is culturally inappropriate? An abridged version of an earlier case. Must be used with: (9-394-117) Manville Corp. Fiber Glass Group (A). HBS Number: 9-304-078 Geographic Setting: United States/Japan Industry Setting: filtration aids/diatomaceous earth Company Size: Fortune 500 Number of Employees: 18,000 Gross Revenues: $2 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Asia; Ethics; Industrial goods; Japan; Manufacturing; Product management; Product safety Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-395-217), 32p, by Lynn Sharp Paine, Charles A. Nichols III   Add   View  5 pp.  Case — Trend Micro (B) Author(s): Paine, Lynn Sharp; Bettcher, Kim Publication Date: 04/04/2003 Revision Date: 11/28/2005 Product Type: Case (Field) Product Description: The Trend Micro team’s discussion of consumer strategy at its quarterly meeting in Germany provides an opportunity to assess the effectiveness of the team‘s decision process. May be used with: (9-303-065) Trend Micro (A). HBS Number: 9-303-085 Geographic Setting: Taiwan; Germany; Japan; United States Industry Setting: Internet & online services industries; Security industry Number of Employees: 1,800 Gross Revenues: $250 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Change management; Cross cultural relations; Decision making; Diversity; International business; Leadership; Managers; Teams Academic Discipline: General management   Add   View  10 pp.  Case — Millennium Media, Inc. and John Voorenberg Author(s): Thomas, David A. Publication Date: 08/06/1999 Revision Date: 10/16/2000 Product Type: Case (Field) Product Description: Millenium Media’s CEO reviews the company diversity report and considers the challenges of maintaining a diverse workforce in light of the news that three individuals, two of whom are people of color, are leaving for opportunities with a competitor. Teaching Purpose: To assist managers/students in understanding the link between supervisor behavior, diversity, and employee retention. HBS Number: 9-400-032 Geographic Setting: New YorkIndustry Setting: mediaNumber of Employees: 1,200Gross Revenues: $2.3 billion revenues Subjects: Careers & career planning; Diversity; Employee retention; Interpersonal relations; Management of professionals; Superior & subordinate; Supervisors Academic Discipline: Organizational behavior & leadership   Add   View  8 pp.  Article — Memo Every Woman Keeps in Her Desk Reardon, Kathleen In this fictional case study, Vision Software was an interesting and exciting company—on the cutting edge of computer technology and a leader in its field. CEO John Clark was proud of its enlightened human resource policies, including HBS Number: 93209 Type: Harvard Business Review Article Publication Date: 3/1/1993 Subjects: Discrimination; Diversity; Ethics; Executives; HBR Case Discussions; Managerial behavior; Power & influence; Women   Add   View  8 pp.  Article — Is This the Right Time to Come Out? Williamson, Alistair D. In this fictional case study, Adam Lawson is a promising young associate at Kirkham McDowell Securities, a St. Louis underwriting and financial advisory firm. Recently, Adam helped to bring in an extremely lucrative deal, and soon he a HBS Number: 93411 Type: Harvard Business Review Article Publication Date: 7/1/1993 Subjects: Business policy; Discrimination; Diversity; Employee attitude; Ethics; Financial services; HBR Case Discussions; Job satisfaction   Add   View  11 pp.  Case — Gilead Sciences (B): Implementing the Gilead Access Program for HIV Drugs Author(s): Baron, David P.; Krehbiel, Keith; Tayan, Brian Publication Date: 03/21/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: P53B Geographic Setting: Africa Industry Setting: Pharmaceutical industry Subjects: AIDS; Developing countries; Government policy; Public policy; Public relations; Strategy formulation; Strategy implementation Academic Discipline: Social enterprise & ethics Product Description: Describes Gilead Sciences’ initial experience implementing an access program for delivering its AIDS drug Viread to developing nations in Africa. In April 2003, Gilead announced the Gilead Access Program to make the company‘s new drug Viread available, at no profit to Gilead, to developing countries. Viread represented a significant advancement in antiretroviral medicines for the treatment of HIV/AIDS with once-a-day dosage, greater effectiveness, and a much improved side-effect profile. Gilead executives expected the Access Program to have an immediate, positive impact on the treatment of HIV/AIDS patients in the world's poorest countries. A year after implementation, however, the Access Program had not led to widespread use of Viread in Africa. Having learned from early missteps, Gilead had to make significant changes to improve the program. It also wanted to expand the Access Program to create greater access to therapies in middle-income regions. May be used with: (P53A) Gilead Sciences (A): The Gilead Access Program for HIV Drugs.   Add   View  18 pp.  Case — Monitor Co.: Personal Leadership on Diversity Gentile, Mary; Gant, Sara B. Several members of a consulting firm work to develop ways to build and nurture a more diverse work environment while reflecting on personal experiences that help them to become leaders around issues of diversity. Teaching Purpose: To open discussion of definitions of diversity and approaches to creating and managing a diverse workplace. HBS Number: 9-395-049 Type: Case (Field) Publication Date: 10/13/1994 Revision Date: 3/15/1995 Geographic Setting: Cambridge, MA Industry Setting: consulting Number of Employees: 600 Event Year Start: 1993 Event Year End: 1994 Subjects: Consulting; Corporate culture; Diversity; Job satisfaction; Leadership; Organizational change; Women Supplementary Materials: Teaching Note, (5-396-021), 7p, by Mary Gentile   Add   View  12 pp.  Case — Prodigy Services Co. (A) Paine, Lynn Sharp; White, Wilda L. Top executives of Prodigy Services Co. must decide how to respond when publicly accused of allowing anti-Semitic messages to be posted on the electronic bulletin boards of the company’s interactive computer service. Can they defend free expression while at the same time opposing expressions of hatred and bigotry? Teaching Purpose: Illustrates ethical questions raised by advanced communications and information technology. Intended to give students practice in dealing with conflicts between competing ethical values within a tradition. HBS Number: 9-393-126 Type: Case (Field) Publication Date: 4/9/1993 Revision Date: 5/20/1994 Geographic Setting: United States Industry Setting: on-line, interactive computer services Number of Employees: 1,200 Event Year Start: 1991 Event Year End: 1991 Subjects: Decision making; Ethics; Information services; Information technology; Legal aspects of business; Online information services Supplementary Materials: Supplement (Field), (9-393-127), 3p, by Lynn Sharp Paine, Wilda L. White; Supplement (Field), (9-393-128), 2p, by Lynn Sharp Paine; Supplement (Field), (9-395-129), 1p, by Lynn Sharp Paine; Teaching Note, (5-395-209), 14p, by Lynn Sharp Paine   Add   View  13 pp.  Case — Manville Corp. DE Products (A) Author(s): Paine, Lynn Sharp; Gant, Sara B. Publication Date: 12/15/1993 Revision Date: 11/23/1999 Product Type: Case (Field) Product Description: Manville Corp.’s senior managers are surprised when Japanese government officials advise them not to go forward with their plan to add a cancer warning label to diatomaceous earth (DE) products sold in Japan. The International Agency for Research on Cancer has ruled that a component of DE is probably carcinogenic, and Manville has prepared to modify its labels and material safety data sheets and to mount a communications effort to inform customers of the cancer warning. Now, Manville‘s senior managers are being told that it is “culturally inappropriate” to proceed with this plan in Japan. HBS Number: 9-394-114 Geographic Setting: United States; Japan Industry Setting: Filter industry Company Size: Fortune 500 Number of Employees: 18,000 Gross Revenues: $2 billion revenues Event Year Start: 1988 Event Year End: 1988 Subjects: Ethics; Industrial goods; Product safety Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Field), (9-394-115), 2p, by Lynn Sharp Paine, Sara B. Gant   Add   View  10 pp.  Case — Intel Pentium Chip Controversy (A) Narayanan, V.G.; Evans, James A. Focuses on the revenue recognition choices facing Intel, Inc. following Intel’s decision to replace the flawed Pentium chips. Traces the events leading up to IBM‘s decision to halt shipment of computers that have Intel's microprocessor inside and Intel's decision to replace all the flawed chips. The choices facing Intel are: make a provision for the costs of replacing the chips, defer recognition of revenue on the flawed chips that it has now agreed to replace, or make no entries on grounds of materiality. Teaching Purpose: Used to teach the principles underlying revenue recognition. Examines the relationship between bonus contracts and the accounting method choices and illustrates the role of managerial judgment in accounting choices. HBS Number: 9-196-091 Type: Case (Library) Publication Date: 9/18/1995 Revision Date: 3/6/1996 Geographic Setting: Unspecified Industry Setting: semiconductors Gross Revenues: $12 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Accounting policies; Computer industry; Control systems; Customer relations; Profitability analysis; Semiconductors; Variance analysis Supplementary Materials: Supplement (Library), (9-196-092), 4p, by V.G. Narayanan, James A. Evans; Teaching Note, (5-198-027), 8p, by William J. Bruns Jr.   Add   View  4 pp.  Case — Intel Pentium Chip Controversy (B) Author(s): Narayanan, V.G.; Evans, James A. Publication Date: 09/18/1995 Revision Date: 05/21/2002 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-196-091) Intel Pentium Chip Controversy (A). HBS Number: 9-196-092 Subjects: Accounting policies; Computer industry; Control systems; Customer relations; Profitability analysis; Semiconductors; Variance analysis Academic Discipline: Accounting & control   Add   View  28 pp.  Case — Ann Hopkins (A) Author(s): Badaracco, Joseph L., Jr.; Barkan, Ilyse Publication Date: 02/20/1991 Revision Date: 08/13/2001 Product Type: Case (Library) Product Description: Intended to help students understand the many barriers organizations face as their members and their management ranks grow more diverse. As a case on business ethics, it encourages students to discuss what “fairness” and “diversity’‘ mean when an organization is also trying to create a sense of teamwork and “fit.'' Based upon the open court records of Ann Hopkins versus Price Waterhouse, a sexual discrimination and sexual stereotyping suit brought by a woman who was denied partnership at Price Waterhouse. (The court found in her favor.) Includes lengthy exhibits drawn directly from Price Waterhouse. HBS Number: 9-391-155 Geographic Setting: United States Industry Setting: public accounting/consulting Number of Employees: 900 Event Year Start: 1978 Event Year End: 1983 Subjects: Discrimination; Diversity; Ethics; Legal aspects of business; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Library), (9-391-170), 2p, by Joseph L. Badaracco Jr., Ilyse Barkan; Teaching Note, (5-392-145), 11p, by Joseph L. Badaracco Jr., Allen Webb   Add   View  2 pp.  Case — Ann Hopkins (B) Author(s): Badaracco, Joseph L., Jr.; Barkan, Ilyse Publication Date: 03/11/1991 Revision Date: 07/27/2001 Product Type: Supplement (Library) Product Description: Describes the reasons why the courts found in favor of Ann Hopkins in the sexual discrimination suit. Also explains why the courts concluded she was the victim of sexual stereotyping. Must be used with: (9-391-155) Ann Hopkins (A). HBS Number: 9-391-170 Subjects: Discrimination; Diversity; Ethics; Legal aspects of business; Women Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-392-145), 11p, by Joseph L. Badaracco Jr., Allen Webb   Add   View  8 pp.  Case — Brush with AIDS (A) Badaracco, Joseph L., Jr.; Useem, Jerry A product manager at a health products company is responsible for marketing sharps containers, which hospitals use to store used needles in order to protect medical workers from being pricked with AIDS-contaminated needles. After hospi HBS Number: 9-394-058 Type: Case (Field) Publication Date: 10/8/1993 Revision Date: 7/14/1994 Geographic Setting: Unspecified Industry Setting: health care products Company Size: large Event Year Start: 1989 Event Year End: 1989 Subjects: Ethics; Health; Incentives; Management philosophy; Medical supplies; Product management; Product safety Supplementary Materials: Supplement (Field), (9-394-059), 2p, by Joseph L. Badaracco Jr., Jerry Useem; Teaching Note, (5-394-180), 5p, by Joseph L. Badaracco Jr., Jerry Useem   Add   View  24 pp.  Case — GLSTN—1996 Austin, James E.; Emmons, Willis; Maue, David J. The Gay, Lesbian, and Straight Teachers Network (GLSTN), which aims to create respect for all within schools regardless of sexual orientation, faces significant challenges stemming from its rapid growth into a 30-chapter national organization. Issues include headquarters-chapter relations, financial sustainability, leadership, and governance. Teaching Purpose: To understand the strategic and operating issues arising from rapid growth for a nonprofit scaling up to national level. HBS Number: 9-797-038 Type: Case (Field) Publication Date: 9/10/1996 Revision Date: 11/17/1999 Geographic Setting: United States Industry Setting: nonprofit Number of Employees: 5 Gross Revenues: $250,000 revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Diversity; Entrepreneurship; Leadership; Nonprofit organizations; Social enterprise Supplementary Materials: Case Video, (9-799-502), 13 min, by Willis Emmons   Add   View  18 pp.  Case — Lotus Development Corp.: Spousal Equivalents (A) Gentile, Mary; Gant, Sara B. A group of Lotus employees propose extending all health care and other benefits to the spousal equivalents of lesbian and gay employees. The vice president of human resources considers the proposal during a reorganization and period of financial uncertainty. Teaching Purpose: Provides an opportunity to discuss the limits and competitive implications of a business’s appropriate role in responding to diverse employee needs. May be used with: (9-394-201) Lotus Development Corp.: Spousal Equivalents (B). HBS Number: 9-394-197 Type: Case (Field) Publication Date: 6/22/1994 Revision Date: 3/13/1995 Geographic Setting: Cambridge, MA Industry Setting: computers Company Size: Fortune 500 Number of Employees: 2,500 Gross Revenues: $500 million revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Computer industry; Diversity; Employee benefits; Employee compensation; Human resources management; Leadership Supplementary Materials: Teaching Note, (5-396-020), 10p, by Mary Gentile   Add   View  27 pp.  Case — Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A) Author(s): Rangan, V. Kasturi; Barton, Brooke; Reficco, Ezequiel Publication Date: 02/23/2006 Revision Date: 12/20/2007 Product Type: Case (Field) HBS Number: 9-506-023 Geographic Setting: Peru Industry Setting: Mining, metal & mineral industries Number of Employees: 36,000 Gross Revenues: $22.8 billion revenues Event Year Start: 2000 Event Year End: 2005 Subjects: Community relations; Conflict; Corporate responsibility; Developing countries; Negotiations; Nongovernmental organizations; Politics; Social responsibility; Stakeholders Academic Discipline: General management Product Description: Located in the highlands of Peru, the Tintaya copper mine has long been a source of intense conflict between local community members and mine operators. The mine, which was owned and managed first by the Peruvian state and later by BHP Billiton, stands on 2,300 hectares of land expropriated from local subsistence farmers. In 2000, to contest this loss of land, mining-related environmental degradation, and allegations of human rights abuses, a coalition of five indigenous communities forged an alliance with a group of domestic and international NGOs to build their case against the BHP Billiton and pursue it directly with the company’s Australian headquarters. The outcome of these efforts was the inception of a unique corporate-community negotiation process known as the Tintaya Dialogue Table. In December 2004, after three years of negotiation, BHP Billiton and the five communities signed an agreement compensating families for lost land and livelihoods and establishing a local environmental monitoring team and community development fund. However, just as the company resolves one conflict, another group of local stakeholders emerges with new demands — ones that the company may not be able to meet. The conflict with this new group culminates in a violent tak   Add   View  27 pp.  Case — AT&T Consumer Products Author(s): Badaracco, Joseph L., Jr.; White, Wilda L Publication Date: 03/12/1992 Revision Date: 10/19/1994 Product Type: Case (Field) Product Description: Describes the factors AT&T Consumer Products managers considered in deciding whether to locate a new plant for telephone answering machines in the United States, Asia, or Mexico. Describes in depth the restructuring of AT&T during the 1980s, the competition facing its consumer products division, the division’s overseas manufacturing strategy, the Mexican economy, and the country‘s macquilodora program. Encourages students to analyze where a company's and an executive's responsibilities lie in making a complex plant-siting decision involving overseas operations, and in making decisions about pay, benefits, bribery, gender-based hiring, waste disposal, and so forth in operating in developing countries. May be used with: (9-392-109) AT&T Productos de Consumo de Mexico. HBS Number: 9-392-108 Geographic Setting: United States and Mexico Industry Setting: consumer electronics Company Size: large Number of Employees: 500,000 Gross Revenues: $70 billion revenues Event Year Start: 1988 Event Year End: 1991 Subjects: Consumer goods; Ethics; International business; International operations; Mexico; Plant location Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-392-154), 14p, by Joseph L. Badaracco Jr., Allen Webb   Add   View  7 pp.  Case — Sexual Harassment, Free Speech or ...? Paine, Lynn Sharp; White, Wilda L. Presents two brief vignettes about female employees who object to gender discrimination in their work environment. In one case, the manager of a convenience store removes "adult" magazines from the store’s shelves because she sees them as damaging to women. In the other, a group of female employees of the Stroh Brewery Co. charge that the company‘s advertising creates an overall atmosphere of hostility to women. Designed to help students understand the scope of management's responsibility for dealing with sexual harassment in the workplace and the challenge of exercising that responsiblity in the face of moral and legal rights of free expression. May be used with Note on the Law of Sexual Harassment. HBS Number: 9-393-033 Type: Case (Library) Publication Date: 8/25/1992 Revision Date: 12/15/1994 Geographic Setting: United States Event Year Start: 1990 Event Year End: 1991 Subjects: Discrimination; Ethics; Legal aspects of business; Sexual harassment; Terminations; Women Supplementary Materials: Teaching Note, (5-395-210), 13p, by Lynn Sharp Paine, Sara B. Gant   Add   View  3 pp.  Case — DETROIT DIESEL CORPORATION (A) Author(s): Patricia H. Werhane; Jean M. Kane Description: This case deals with the purchase and successful resussitation of a failing diesel engineering subsidiary of General Motors. The cases traces the decisions of Roger Penske, who bought the company. In 1997 this company was in ruins, having lost market share and profitability. Dealing through union workers Penske revamped the corporate culture and procedures and turned Detroit Diesel into a profitable and quality-driven operation. Subjects: ethical issues; human resources, management of; manufacturing operations Darden ID: E-0132 Teaching Note: E-0132TN   Add   View  2 pp.  Case — DETROIT DIESEL CORPORATION (B) Author(s): Patricia H. Werhane; Jean M. Kane Description: This case deals with the purchase and successful resusitation of a failing diesel engineering subsidiary of General Motors. The cases traces the decisions of Roger Penske, who bought the company. In 1997 this company was in ruins, having lost market share and profitability. Dealing through union workers Penske revamped the corporate culture and procedures and turned Detroit Diesel into a profitable and quality-driven operation. Subjects: ethical issues; human resources, management of; manufacturing operations Darden ID: E-0133 Teaching Note: E-0132TN   Add   View  5 pp.  Case — DETROIT DIESEL CORPORATION (C) Author(s): Patricia H. Werhane; Jean M. Kane Description: This case deals with the purchase and successful resusitation of a failing diesel engineering subsidiary of General Motors. The cases traces the decisions of Roger Penske, who bought the company. In 1997 this company was in ruins, having lost market share and profitability. Dealing through union workers Penske revamped the corporate culture and procedures and turned Detroit Diesel into a profitable and quality-driven operation. Subjects: ethical issues; human resources, management of; manufacturing operations Darden ID: E-0134 Teaching Note: E-0132TN   Add   View  15 pp.  Case — DENNY’S RESTAURANTS (A) Author(s): Elizabeth A. Powell Description: This series of cases (see also BC-0118 and BC-0119) concerns allegations of racial discrimination at Denny’s restaurants and the corporate response to those allegations. The A case turns on the point of how Denny‘s parent company can make its goodwill response public after using a traditional behind-the-scenes approach. Subjects: business and society; community relations; corporate social responsibility; ethics; discrimination, racial Darden ID: BC-0115 Teaching Note: BC-0115TN   Add   View  13 pp.  Case — DENNY’S RESTAURANTS (B) Author(s): Elizabeth A. Powell Description: The B case provides a detailed look at the short-term communication strategies that Denny’s used to “answer” charges of racial discrimination. See also BC-0115 and BC-0119. Subjects: advertising; business ethics; communication strategy; community relations; corporate culture; ethics, medical; discrimination, racial Darden ID: BC-0118 Teaching Note: BC-0115TN   Add   View  7 pp.  Case — DENNY’S RESTAURANTS (C) Author(s): Elizabeth A. Powell Description: The C case details the long-range and wide-ranging changes that Denny’s made to improve its corporate culture following charges of racial discrimination. See also BC-0115 and BC-0118. Subjects: advertising; business ethics; communication strategy; community relations; corporate culture; ethics, medical; discrimination, racial Darden ID: BC-0119 Teaching Note: BC-0115TN   Add   View  33 pp.  Case — New Model for the Pharmaceutical Industry: The Institute for OneWorld Health Author(s): Mair, Johanna; Schoen, Oliver Publication Date: 04/01/2005 Revision Date: 09/30/2005 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES109 Geographic Setting: United States Industry Setting: Health care industry; Pharmaceutical industry Subjects: Business models; Developing countries; Entrepreneurs; Growth strategy; Innovation; Physicians; Social responsibility Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (IES110), 9p, by Johanna Mair Product Description: Introduces the Institute for OneWorld Health (IOWH), a company dedicated to producing drugs for neglected diseases and the first nonprofit pharmaceutical company in the world. Founded in 2000 by Dr. Victoria Hale, IOWH took expired and donated patent compounds and developed them through all the stages of clinical testing and approval into drugs to fight the world’s most destructive diseases, usually occurring in Third World countries where perceived profitable markets did not yet exist. By 2004, IOWH was presenting its first Phase 3 clinical trial results for Paromomycin, a drug developed for Visceral Leishmaniasis, which kills as many as 200,000 people each year in India, Bangladesh, Sudan, Brazil, and Nepal. Its next task was to form partnerships with other organizations to manufacture and distribute the drug. Focuses on Hale‘s strategy for IOWH going forward, with particular reference to its core competencies and mission.   Add   View  17 pp.  Case — Columbia/HCA and the Medicare Fraud Scandal Anne T. Lawrence The board of directors and top management of Columbia/HCA Corporation faced tough decisions following initiation of a massive antifraud investigation by the federal government in July 1997. At the time, Columbia/HCA was the largest health care company in the United States, with 340 hospitals under ownership. The government probe focused on allegations that Columbia/HCA had systematically and criminally defrauded Medicare, the federal health insurance program for the elderly and disabled. How did this happen, and what should the company do? Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 1 Subjects: Business and Society, Business Ethics, Government Regulation, Health Care   Add   View  9 pp.  Case — El Diablo: The Corner Cleaner Affair Author(s): Fairchild, Gregory B.; Darden ID: UVA-E-0218 Published: 6/20/2001 Copyright Year: 2003 Subject Area: Ethics Keywords: crisis management; Communication process; Conflict management; Corporate social responsibility; Ethical issues; Marketing strategy Teaching Note: UVA-E-0218TN Abstract: This case involves the decision of a publishing company, El Diablo, to target a traditionally underserved market with a series of books about gang life and street vigilantism. The decision has repercussions within the firm, as collegial relationships are tested by office politics, and outside of the firm, where community response to the project is less than positive. Civil rights groups challenge the company’s development of pulp fiction targeted at black youths as unethical and likely to lead them to violence. Also, the hiring of a minority candidate by the minority director of the new products division is questioned by top management. The case raises difficult questions: Does a corporation have a civic duty to its target audience? How might that manifest itself? At the intersection of profit and responsibility, who has the right of way? (Role-play opportunities are explained in the teaching note.)   Add   View  16 pp.  Case — Merck Global Health Initiatives (A) Author(s): Austin, James E.; Barrett, Diana; Weber, J Publication Date: 01/26/2001 Product Type: Case (Field) Product Description: Focuses on Merck’s drug donation program and then raises new issues facing management about what to do about HIV/AIDS in Africa given the company‘s development of a new therapy. Describes collaboration among many parties including the Gates Foundation, other pharmaceutical companies, and the government of Botswana. Teaching Purpose: To discuss linkages between private and government sectors, including the challenges of initiating and sustaining collaborative activities. May be used with: (9-301-089) Merck Global Health Initiatives (B): Botswana; (1-302-115) Merck Global Health Initiatives (C): Botswana. HBS Number: 9-301-088 Geographic Setting: United States/Africa Industry Setting: pharmaceuticals Company Size: Fortune 500 Number of Employees: 62,000 Gross Revenues: $32.7 billion sales Event Year Start: 2000 Event Year End: 2000 Subjects: Africa; AIDS; Business government relations; Developing countries; Pharmaceuticals; Social enterprise Academic Discipline: Social enterprise & ethics   Add   View  8 pp.  Case — Hooters Guys? Washington — Get a Grip! Nancy H. Leonard, Larry R. Steenberg, Deborah A. Howard, Terry W. Mullins Source: The Society for Case Research, Business Case Journal, Winter 1996, Vol. 4, Issue 2. Copyright 1999. Topics: Human Resources; Business Law and Legal Environment of Business   Add   View  23 pp.  7. Managing Responsibility and Corporate Citizenship   Add   View  25 pp.  Case — Haier Hefei Electronics Co. (A) Author(s): Paine, Lynn Sharp Publication Date: 11/09/2007 Revision Date: 01/17/2008 Product Type: Case (Field) HBS Number: 9-308-075 Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems Academic Discipline: General management Supplementary Materials: Supplement, (9-308-076), 2p, by Lynn Sharp Paine; Supplement, (9-308-077), 7p, by Lynn Sharp Paine Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.   Add   View  5 pp.  Case — Liberty Electronics Corporation Edwin C. Leonard, Sherry Hockemeyer Closing Liberty’s plant in Auburn arose during a board of directors‘ meeting. Liberty is experiencing a decline in orders, fierce competition, and overcapacity in certain areas. Revenues are down, while operating expenses have increased. Various cost-reduction strategies have already been imposed; now plant-closing issues must be discussed. The board is debating the issues and expects to make a final decision in three weeks. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Business and Society Topics:   Add   View  18 pp.  Case — Marriott Corp. (A) Author(s): Paine, Lynn Sharp; Nichols, Charles A., III Publication Date: 12/14/1993 Revision Date: 04/28/2006 Product Type: Case (Library) Product Description: Marriott Corp.’s chairman and CEO must decide whether to recommend a restructuring of the company to the board of directors. The proposal he is considering would split the Marriott Corp., a premier hotel developer, owner, and manager, into two separate companies by a stock dividend to shareholders. One of the new companies would contain most of Marriott Corp.‘s profitable management operations, while the other would retain ownership of its hotel properties as well as most of its long-term debt. HBS Number: 9-394-085 Geographic Setting: United States Industry Setting: Lodging industry Company Size: large Number of Employees: 202,000 Gross Revenues: $8.3 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Bonds; Ethics; Financial strategy; Restructuring Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Library), (9-394-086), 2p, by Lynn Sharp Paine, Charles A. Nichols III; Teaching Note, (5-395-188), 23p, by Lynn Sharp Paine, Charles A. Nichols III   Add   View  4 pp.  Case — Donna Klein and Marriott International, Inc. (A) Meyer, Kathleen; Pochop, Laura; Bollier, David In the early 1990s, Donna Klein, Director of Work/Life programs for Marriott International, surveyed hotel and resort managers and found they increasingly were relied upon to help employees cope with the stresses of their personal live HBS Number: 9-996-057 Type: Case (Field) Publication Date: 12/30/1996 Geographic Setting: Washington, DC Number of Employees: 170,000 Gross Revenues: $8.9 billion revenues Event Year Start: 1994 Event Year End: 1996 Subjects: Diversity; Ethics; Hotels & motels; Human resources management; Social enterprise; Work force management Supplementary Materials: Supplement (Field), (9-996-058), 8p, by Kathleen Meyer, Laura Pochop, David Bollier; Teaching Note, (5-996-059), 7p, by Kathleen Meyer, Laura Pochop, David Bollier; Case Video, (9-996-554), 7 min, by Kathleen Meyer, David Bollier Publisher: Business Enterprise Trust   Add   View  18 pp.  Case — The Sarbanes-Oxley Act: Details and Evaluation Author(s): Kulp, Susan; Lane, David Publication Date: 02/16/2006 Revision Date: 11/30/2006 Product Type: Note HBS Number: 9-106-040 Subjects: Compliance; Corporate governance; Disclosure; Internal controls; Sarbanes-Oxley Act Academic Discipline: Accounting & control Product Description: Presents details related to Sarbanes-Oxley, with special emphasis on Section 404.   Add   View  21 pp.  Case — Manila Water Company Author(s): Rangan, V. Kasturi; Wheeler, David; Comeault, Jane Publication Date: 08/09/2007 Product Type: Color Case HBS Number: 9-508-004 Geographic Setting: Philippines Industry Setting: Utilities Number of Employees: 2,000 Gross Revenues: $150 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Corporate social responsibility; Customer service; Infrastructure; Privatization; Public infrastructure; Utilities Academic Discipline: General management Product Description: In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an impressive and profitable performance, while Maynilad failed. Describes the management actions of Manila Water and poses the question of whether, and how much, they should bid for the vacated West Zone concession.   Add   View  21 pp.  Case — Cradle-to-Cradle Design at Herman Miller: Moving Toward Environmental Sustainability Author(s): Lee, Deishin; Bony, Lionel Publication Date: 05/30/2007 Revision Date: 07/20/2007 Product Type: Case (Field) HBS Number: 9-607-003 Geographic Setting: Michigan Industry Setting: Office furniture & equipment Event Year Start: 2002 Event Year End: 2002 Subjects: Environmental management; Operations; Product development; Sustainability Academic Discipline: Operations management Product Description: Herman Miller decided to implement the cradle-to-cradle (C2C) design protocol during the design of its mid-level office chair, Mirra. The C2C protocol was a set of environmentally friendly product development guidelines.   Add   View  27 pp.  Case — Dr. Iqbal Surve at Sekunjalo Investment Group (A) Author(s): Stecker, Emily; Hill, Linda A. Publication Date: 04/16/2007 Revision Date: 03/14/2008 Product Type: Case (Field) HBS Number: 9-407-019 Geographic Setting: South Africa Subjects: Diversity; Emerging markets; Globalization; Human resources management; Leadership; Leadership development; Social responsibility; Succession planning Academic Discipline: General management Product Description: Dr. Iqbal Surve, a self-described “medical doctor, philanthropist, and social entrepreneur,” was born in 1963 and grew up in poverty, like virtually all non-white South Africans during apartheid. During the 1970s and 1980s, he served in leadership positions in the ANC, struggling against apartheid. After apartheid ended, Surve served as a medical doctor to many prominent South African leaders, like Nelson Mandela, and to the national soccer team. But by the mid-1990s, Surve, like many of his comrades, grew frustrated by the huge economic disparities that existed in South Africa, even though its progressive constitution afforded all citizens equal rights. It seemed the government’s Black Economic Empowerment (BEE) policies were only enriching a few. In 1997, Surve and three of his comrades founded Sekunjalo, an investment holding company that sought to offer “a gentler capitalism” that stressed putting people before profits, and talent development as a means of raising the lives of previously disadvantaged South Africans. By 1999, the company listed on the Johannesburg Stock Exchange, making 36-year-old Surve the youngest CEO of a listed diversified conglomerate. From its inception, Sekunjalo only purchased controlling stakes in companies, hoping to empower black workers. In 1999, it had purchased a 5% stake in LeisureNet, a white-owned and -run South African company that operated health clubs globally and was seeking a BEE partner. Surve hoped to eventually purchase a m   Add   View  24 pp.  Case — GE’s Imagination Breakthroughs: The Evo Project Author(s): Bartlett, Christopher A.; Hall, Brian J.; Bennett, Nicole Publication Date: 06/19/2007 Revision Date: 06/30/2008 Product Type: Case (Field) HBS Number: 907048 Industry Setting: Transportation industry Number of Employees: 320,000 Gross Revenues: $163 billion revenues Event Year Start: 1997 Event Year End: 2007 Subjects: Change management; Corporate vision; Growth strategy; Innovation; Leadership development; Marketing management; Strategic processes Academic Discipline: General management Supplementary Materials: Teaching Note, (908413), 15p, by Christopher A. Bartlett Product Description: In September 2003, Jeff Immelt challenged the business leaders at GE to come up with “Imagination Breakthroughs,” innovative new projects that would serve as the centerpiece of GE’s organic growth initiative. Follows the company as these changes are driven through the business units, focusing on GE Transportation as it launches a series of groundbreaking, green products — from the Evolution Locomotive to the Hybrid Locomotive. The growth process transforms the culture within GE Transportation, leading to a redefinition of the marketing role, the implementation of a “growth leader” profile and new decision-making processes to encourage innovation and risk. Finally, presents a critical decision point, as Transportation executives must decide whether or not to support the high-risk Hybrid Locomotive project. May be used with: (306087) GE‘s Growth Strategy: The Immelt Initiative.   Add   View  10 pp.  Case — Walking the Walk: Putting Social Responsibility into Action at the White Dog Cafe Author(s): Diane Phillips; Jason Phillips Ivey ID: 9B07M049 Publication Date: 10/24/2007 Revision Date: 9/8/2009 Product Type: Case Teaching Note: 8B07M49 Geographic Setting: United States Industry Setting: Eating and Drinking Places Size: Small Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Ethical Issues; Corporate Culture; Social Marketing; Entrepreneurial Business Growth Major Disciplines: Entrepreneurship; General Management Product Description: This case is designed to examine the issue of corporate social responsibility in a small firm. The key issue is how a small organization can maintain its strong social responsibility philosophy when (a) the organization is growing, (b) the environment in which the organization exists is extremely competitive, and (c) the entrepreneurial visionary who started the firm is getting ready to step down. The case describes the dilemma the owner of White Dog Cafe has regarding the transition of current management to the new management team and the development of the White Dog Cafe’s social responsibility philosophy, the challenges that other socially responsible organizations have had as they have grown, and the strategies that the company has used to successfully keep its philosophies and goals at the forefront of its business operations.   Add   View  9 pp.  Case — OPTIX CORPORATION Author(s): Thomas, Katherine; Powell, Elizabeth A.; Darden ID: UVA-BC-0159 Published: 12/28/2001 Copyright Year: 2001 Subject Area: Business Communications Keywords: environment; Communication strategy; Social responsibility; Strategy formulation Teaching Note: UVA-BC-0159TN Abstract: In this disguised case, newly appointed Vice President for Corporate Communication Andrea Tilman must choose among different strategies to align corporate philanthropy programs with long-term corporate philosophy and business strategy at the U.S. subsidiary of a Japanese multinational corporation. The guiding corporate philosophy is the principle of kyosei, or “living and working together for the common good.” In selecting the strategy, Tilman must consider factors such as the company as a whole, straightforward measurement of results, budget size, and how and to whom she should communicate the new program once it was implemented. This case illustrates the key strategic role of corporate communication and philanthropy in enacting social responsibility. The topic leads to spirited discussions about the value of corporate philanthropy and whether it is in the shareholders’ financial interest.   Add   View  5 pp.  Case — Urban Bankers: A Place To Be Somebody Author(s): Yemen, Gerry Darden ID: UVA-OB-0753 Published: 12/28/2001 Copyright Year: 2001 Subject Area: Organizational Behavior and Human Resources Keywords: corporate culture, career planning, diversity, management of, Teaching Note: UVA-OB-0753TN Abstract: Charles Grace and Jerome Hicks were seated beside each other at a meeting the president of Chase Manhattan Bank Delaware had called. Hicks and Grace were financial associates at Chase Manhattan and members of the Urban Bankers Coalition. As they listened to the president’s speech they were staggered to hear him say, “?we need more people to become involved in our community enhancement programs — dedicated employees like Jerome Hicks and Charles Grace who helped Chase Manhattan be named bank of the year for two years straight.” His sentence lay like an unexploded bomb between Hicks and Grace. They were aware that all eyes had turned towards them. They had already sensed that some of their colleagues and superiors were uncomfortable with the relationship they had developed with the president. Why did they feel like this would be the last step over the edge???This case opens the door to discuss relationship building and special challenges those in the minority face in building relationships.   Add   View  21 pp.  Case — Bridgespan Group Author(s): Grossman, Allen; Kalafatas, John Publication Date: 10/10/2000 Revision Date: 11/01/2000 Product Type: Case (Field) Product Description: Bain & Co., a consulting firm with a client list that ranges from entrepreneurial start-ups to global corporations, wanted to increase its involvement with nonprofit organizations. Rather than continuing to integrate the work into the existing organization, Bain created the Bridge Group, a nonprofit consulting entity that could draw upon the resources of Bain, maintain an independent practice and identity, and raise philanthropic capital. The CEO, Jeffrey Bradach, has taken a leave of absence from his position as professor at Harvard Business School to get the organization up and running. Success during the first year of operations has been beyond expectation, but the organization is facing a series of complex challenges if it is to achieve its ultimate goal of high impact to the nonprofit sector. HBS Number: 9-301-011 Geographic Setting: Boston, MAIndustry Setting: nonprofit consultingNumber of Employees: 30 Event Year Start: 1999Event Year End: 2000 Subjects: Consulting; Nonprofit organizations; Nonprofit sector; Partnerships; Social enterprise Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (5-302-035), 8p, by Allen Grossman   Add   View  39 pp.  8. Investment and Assessment for Corporate Citizenship   Add   View  20 pp.  Case — SPECIALISTERNE: Sense & Details Author(s): Austin, Robert D.; Wareham, Jonathan; Busquets, Javier Publication Date: 02/14/2008 Product Type: Case (Field) HBS Number: 608109 Industry Setting: Information systems Number of Employees: 75 Gross Revenues: 1.5 mil Euro Event Year Start: 2007 Event Year End: 2007 Subjects: Computer systems; Diversity; Information management; IT management; Social enterprise; Social responsibility; Technology management Academic Discipline: Management of information systems Product Description: Three-quarters of Specialisterne’s expert software testing staff are diagnosed with some form of Autistic Spectrum Disorder (ASD). Usually a handicap, ASD conveys talents especially suited to software testing and other highly repetitive tasks that require very high accuracy. This case describes a growing company struggling with unique challenges as it implements a “social enterprise” business model; it describes the difficulties faced by social entrepreneurs implementing for-profit business models in domains usually populated by non-profits. The case is also useful as an introduction to the business of software testing.   Add   View  5 pp.  Case — Liberty Electronics Corporation Edwin C. Leonard, Sherry Hockemeyer Closing Liberty’s plant in Auburn arose during a board of directors‘ meeting. Liberty is experiencing a decline in orders, fierce competition, and overcapacity in certain areas. Revenues are down, while operating expenses have increased. Various cost-reduction strategies have already been imposed; now plant-closing issues must be discussed. The board is debating the issues and expects to make a final decision in three weeks. Source: The Society for Case Research, Annual Advances in Business Cases, Fall 1994, Vol. 2, Issue 1. Copyright 1994. Courses: Business and Society Topics:   Add   View  18 pp.  Case — Polaroid Corporation/Inner City, Inc. John A. Seeger, Marie Rock Inner City, Inc. trains “hard core” unemployed people by hiring them to produce subassemblies for Polaroid Corporation. Due to changing economic conditions Inner City’s labor pool has dried up. Bill Skelley, General Manager Inner City, Inc., now ponders the future. Source: Submitted by author and selected for use by Pinnacle Editorial Board. Copyright 1988. Courses: Business and Society; Business Policy/Strategy; Human Resources; Operations Management; Organizational Behavior Topics:   Add   View  4 pp.  Case — Safety Concerns about Dandruff Shampoos John J. Casson Questions have been raised about whether two of the active ingredients in some dandruff shampoos are harmful. A key issue for manufacturers and marketers of medicated shampoos is how to respond to such tentative research results and to any concerns that such findings may create in the minds of consumers. Such companies have several strategic options for dealing with the business problems and opportunities associated with this issue. Source: The Society for Case Research, Annual Advances in Business Cases 1995. Copyright 1996. Courses: Business Ethics; Business Policy/Strategy; Management; Marketing Topics:   Add   View  8 pp.  Case — Office Mart, Inc. Thomas R. Miller, Linda Ferrell The regional manager of a chain of discount office supply stores is concerned about a tragic incident involving a store of his direct competitor. That store had sold an aerosol product designed for cleaning computers to teenagers who used it as an inhalant. The girl suffered coronary arrest and her family is suing the manufacturer, the store, and its managers for $25 million! The manager wonders whether the same kind of incident could happen in an Office Mart store. 1994 Source: North American Case Research Association, Case Research Journal, Summer 1994, Volume 14, Issue 3. Courses: Business Ethics; Marketing Topics:   Add   View  13 pp.  Case — E.F. Hutton (C) Paine, Lynn Sharp; Katz, Jane Palley Centers on the company’s response to the U.S. government‘s challenge to its cash management practices. Describes the Justice Department's investigations as well as the findings and recommendations of former Attorney General Griffin Bell, who was asked to determine responsibility for the questionable practices and recommend organizational changes, if needed. Teaching Purpose: Allows students to understand the factors associated with organizational misconduct and to develop guidelines for handling it when it occurs. May be used with: (9-395-004) E.F. Hutton (A); (9-395-007) E.F. Hutton (D). HBS Number: 9-395-006 Type: Case (Library) Publication Date: 8/8/1994 Geographic Setting: United States Industry Setting: financial services Company Size: large Number of Employees: 5,000 Gross Revenues: $1.6 billion revenues Event Year Start: 1982 Event Year End: 1985 Subjects: Cash flow; Ethics; Financial management; Financial services; Investment management; Legal aspects of business   Added   View  7 pp.  Case — Overhead Reduction Task Force Wageman, Ruth; Hackman, J. Richard A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team’s life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. Teaching Purpose: To learn about the effective leadership of work groups and teams. A rewritten version of an earlier case. HBS Number: 9-400-026 Type: Case (Gen Exp) Publication Date: 10/4/1999 Geographic Setting: United States Industry Setting: household appliances Company Size: mid-size Event Year Start: 1977 Event Year End: 1999 Subjects: Appliances; Diversity; Group behavior; Group dynamics; Leadership; Management styles; Managerial skills; Meetings; Organizational behavior; Teams Supplementary Materials: Case Video, (9-400-502), 91 min, by Ruth Wageman, J. Richard Hackman; Teaching Note, (5-400-027), 17p, by J. Richard Hackman, Ruth Wageman; Case Video, (9-400-501), 79 min, by Ruth Wageman, J. Richard Hackman   Add   View  16 pp.  Case — Star Distributors, Inc. (A) Thomas, David A.; Evans, Deborah J. Depicts the conflict and organizational problems that emerged in a franchise operation owned by Paul Logan, an African American, and John Heyman, a white American. Provides the opportunity to examine the ways in which race influences managerial behavior and organizational dynamics. Also raises issues of organizational performance, headquarters-franchise relations and conflict resolution. HBS Number: 9-493-015 Type: Case (Field) Publication Date: 8/31/1992 Revision Date: 2/24/1998 Geographic Setting: Detroit, MI Industry Setting: beverage distributorship Company Size: small Number of Employees: 100 Event Year Start: 1983 Event Year End: 1989 Subjects: Discrimination; Diversity; Franchising; Interpersonal behavior; Managerial behavior; Organizational behavior Supplementary Materials: Supplement (Field), (9-493-016), 1p, by David A. Thomas, Deborah J. Evans; Teaching Note, (5-496-004), 9p, by David A. Thomas   Add   View  8 pp.  Article — Case of AIDS Tedlow, Richard S.; Marram, Michele S. In this three-part case, the authors explore how an HIV-infected employee should be managed over time. Manager Greg van de Water must make a series of decisions regarding Joe Collins. Three AIDS-in-the-workplace experts recommend action to Greg at each decision point. They are: Lee Smith of Levi Strauss; Jim Nichols of American Security Bank (where he is on long-term disability leave as a result of HIV infection); and Jonathan Mann of the Harvard School of Public Health. HBS Number: 91611 Type: Harvard Business Review Article Publication Date: 11/1/1991 Subjects: Diversity; HBR Case Discussions; Health; Human resources management; Performance appraisal; Personnel policies; Personnel selection   Add   View  7 pp.  Case — Yla Eason (A) Meyer, Kathleen; Allen, Suzanne; Wattenberg, Laura In 1985, Yla Eason was shocked by her young son’s comment that he could never be a "superhero" because all superheroes were white. Concerned that her son had already limited his aspirations as a result of his race, she searched futilel HBS Number: 9-996-054 Type: Case (Field) Publication Date: 12/15/1996 Geographic Setting: Richmond, VA/New York, NY Number of Employees: 10 Gross Revenues: $5 million revenues Event Year Start: 1985 Event Year End: 1996 Subjects: Diversity; Entrepreneurship; Ethics; Market research; Retailing; Social enterprise; Toy industry Supplementary Materials: Supplement (Field), (9-996-055), 5p, by Kathleen Meyer, Suzanne Allen, Laura Wattenberg; Teaching Note, (5-996-056), 8p, by Kathleen Meyer, Suzanne Allen, Laura Wattenberg; Case Video, (9-996-553), 8 min, by Kathleen Meyer, Suzanne Allen, Laura Wattenberg Publisher: Business Enterprise Trust   Added   View  19 pp.  Case — Body Shop International Author(s): Bartlett, Christopher A.; Elderkin, Kento Publication Date: 11/13/1991 Revision Date: 07/13/1995 Product Type: Case (Library) Product Description: Describes the start-up and rapid growth of a company whose founder holds strong, non-traditional beliefs about the role of the corporation and its responsibility to society. After profiling Anita Roddick as a person, the case describes the anti-mainstream approach she took to building her highly successful business (no advertising, simple packaging, non-traditional R&D). After elaborating on the strong values she has imposed on the business, concludes by highlighting questions of the business’ transferability to the United States and its survivability as Anita steps back. HBS Number: 9-392-032 Geographic Setting: United Kingdom Industry Setting: retailing Company Size: mid-size Number of Employees: 2,000 Gross Revenues: $100 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Business policy; Consumer goods; Corporate culture; Corporate responsibility; Entrepreneurial management; International business; Retailing Academic Discipline: General management Supplementary Materials: Teaching Note, (5-395-148), 7p, by Christopher A. Bartlett   Add   View  19 pp.  Case — International Finance Corporation’s Grassroots Business Initiative Author(s): Rangan, V. Kasturi; Lee, Katharine Publication Date: 02/11/2008 Revision Date: 02/27/2009 Product Type: Case HBS Number: 508063 Gross Revenues: $9 million Event Year Start: 2008 Event Year End: 2008 Subjects: Economic development; Microfinance; Social responsibility; Venture capital Academic Discipline: Marketing Product Description: Grassroots Business Initiative (GBI) was set up to financially assist small enterprises engaged in creating social value. Three years later, Harold Rosen, its creator, wished to explore an alternative funding model to provide it with scale and sustainability.   Add   View  20 pp.  Case — Aravind Eye Hospital, Madurai, India: In Service for Sight Author(s): Rangan, V. Kasturi Publication Date: 04/01/1993 Revision Date: 01/10/2007 Product Type: Case (Field) HBS Number: 9-593-098 Geographic Setting: India Industry Setting: Health care industry Number of Employees: 150 Event Year Start: 1993 Event Year End: 1993 Subjects: Goal setting; Nonprofit marketing; Social enterprise; Strategy formulation Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-595-111), 14p, by V. Kasturi Rangan Product Description: Starting as a modest 20-bed hospital, Aravind had grown into a 1,400-bed hospital complex by 1992. It had by then screened 3.65 million patients and performed 335,000 cataract surgeries, nearly 70% of them free of cost for the poorest of India’s blind population. Aravind‘s founder, Dr. Venkataswamy, now 74 years old, had a goal to spread the Aravind model to every nook and corner of India, Asia, and Africa. The case sets the stage for developing such a plan of action. May be used with: (IMD098) Aravind Eye Hospital 2000: Still in Service for Sight.   Add   View  10 pp.  Case — Sensible Life Products (A) Author(s): Charlene Zietsma; Brent McKnight Publication Date: 10/4/2007 Product Type: Case (Field) Ivey ID: 9B07M057 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Small Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: First mover advantage; Intellectual property protection; Social entrepreneurship; Valuation of exit strategies Major Disciplines: General Management Product Description: An entrepreneur and chief executive officer (CEO) of Sensible Life Products has developed a revolutionary botanical disinfectant called Benefect, the flagship product of his company. This new product is unique among disinfectant products in that it is non-toxic, unlike the majority of conventional disinfectants containing harmful chemicals, such as ammonia, alcohol and chlorine. As a result of the unique properties of the product, the CEO has received numerous offers to purchase or license the technology and is faced with the decision regarding which offer, if any, he should accept. The purpose of this case is to expose students to entrepreneurial exit situations as well as social entrepreneurship issues associated with disruptive technologies. A follow-up supplemental case, Sensible Life Products (B), product #9B07M058, introduces a fifth opportunity to the students in the form of a joint venture with a major product development firm. The deal involves Sensible Life Products cooperating in further developing the Benefect product into a consumer focused hand sanitizer product.   Add   View  1 pp.  Supplement — Sensible Life Products (B) Author(s): Charlene Zietsma; Brent McKnight Publication Date: 10/4/2007 Product Type: Supplement Ivey ID: 9B07M058 Geographic Setting: Canada Industry Setting: Chemicals and Allied Products Size: Small Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA Subjects: First mover advantage; Intellectual property protection; Social entrepreneurship; Valuation of exit strategies Major Disciplines: General Management Product Description: This supplement to Sensible Life Products (A), product #9B07M057, introduces a fifth opportunity in the form of a joint venture with a major product development firm. The deal involves Sensible Life Products cooperating in further developing the Benefect product into a consumer focused hand sanitizer product.   Add   View  24 pp.  Case — Project Impact: The Affordable Hearing Aid Project Author(s): Cordes, Erika; Mair, Johanna Publication Date: 12/15/2004 Revision Date: 11/09/2005 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES125 Geographic Setting: India; United States Subjects: Competitive strategy; Innovation; Nongovernmental organizations; Social enterprise; Social responsibility Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (IES126), 9p, by Johanna Mair Product Description: Introduces David Green, a social entrepreneur with the mission of making advanced medical technology affordable and available to those in developing countries. Describes the growth and success of projects to develop, manufacture, and distribute low-cost hearing aids and other basic medical technology in India and presents a direct contrast to the traditional maximum profit model of the medical industry. After achieving success with Aurolab, established in 1992 to provide intra-ocular lenses to eye care facilities such as the Aravind Eye Hospital, Green directed his energies towards hearing loss in developing countries, another area with the potential to make an impact. By producing a hearing aid available at $51 instead of the industry average of $1,600, Green could open up an entirely new market, turning the usual low-volume, high-margin model of the hearing aid industry on its head. Project Impact is the nonprofit organization founded by Green in 2000 to manage and raise funds for his Affordable Hearing Aid Project in India.   Add   View  11 pp.  Case — HINDUSTAN LEVER LIMITED (HLL) AND PROJECT STING (A) Author(s): Michael E. Gorman; Patricia H. Werhane; Jenny Mead Description: Set in India in the 1980s and ’90s, this series of cases concerns the attempts by the Unilever division Hindustan Lever Limited (HLL) to create, market, and distribute a detergent for India‘s rural poor. The upstart, low-priced Nirma detergent, manufactured by a former chemist, has overtaken HLL in the detergent market primarily because Nirma is being distributed and sold to this previously ignored segment of India's population. In this war of laundry powders, HLL must revise its traditional practices in manufacturing, marketing, and distribution pursuant to C. K. Prahalad and Allen Hammond's theory of the worldwide four-tiered market, in which the “bottom of the pyramid” is an untapped and potentially lucrative market. See also the B (UVA-E-0267), C (UVA-E-0268), and D (UVA-E-0269) cases. Subjects: change implementation; ethical issues; market analysis; market segmentation; marketing research; marketing strategy; product positioning Darden ID: E-0266 Teaching Note: E-0266TN   Add   View  6 pp.  Teaching Note — HINDUSTAN LEVER LIMITED (HLL) AND PROJECT STING (B) Darden ID: UVA-E-0266TN   Add   View  6 pp.  Teaching Note — HINDUSTAN LEVER LIMITED (HLL) AND PROJECT STING (C) Darden ID: E-0266TN   Add   View  33 pp.  9. Sustainability and the Global Village   Add   View  12 pp.  Case — World Economic Forum (A) Author(s): Khanna, Tarun; Khurana, Rakesh; Reinhardt, Forest Publication Date: 10/06/2007 Revision Date: 02/05/2008 Product Type: Case (Field) HBS Number: 9-708-025 Geographic Setting: Global Industry Setting: Business services Subjects: Change management; Entrepreneurship; Globalization; Government & business; International business; Social enterprise; Social responsibility Academic Discipline: Competitive strategy Product Description: Covers strategy and leadership. World Economic Forum founder Klaus Schwab has created the world’s most famous — and exclusive — global business conference, held annually in Davos, Switzerland, and backed by a formidable membership organization that includes many of the world‘s most prominent firms. He now must consider how to keep the event and the organization vibrant and valuable, as similar new organizations arise and as the challenges of globalization become more difficult. In the aspirational slogan of the Forum, Schwab remains “committed to improving the state of the world,” and readers are invited to ponder how he can use the organization he has created to make good on this promise.   Add   View  7 pp.  Case — Ecover and Green Marketing (B) Author(s): Larson, Andrea; Werhane, Patricia H.; Larson, Andrea; Reichart, Joel E.; Spiro, Lisa Darden ID: UVA-E-0173 Published: 9/17/1999 Copyright Year: 1999 Subject Area: Ethics Keywords: sustainable business Teaching Note: UVA-E-0172TN Abstract: This set of cases describes the dilemma of a small Belgian detergent company which, faced with the inability to compete, developed an environmentally friendly detergent and household cleaners. Then they built an environmentally sustainable factory. The cases raises the question, can companies such as these compete in green markets? Is an environmentally contained factory viable or feasible?   Add   View  5 pp.  Case — Ecover and Green Marketing (C) Author(s): Larson, Andrea; Werhane, Patricia H.; Reichart, Joel E.; Spiro, Lisa Darden ID: UVA-E-0174 Published: 9/17/1999 Copyright Year: 1999 Subject Area: Ethics Keywords: sustainable business Teaching Note: UVA-E-0172TN Abstract: This set of cases describes the dilemma of a small Belgian detergent company which, faced with the inability to compete, developed an environmentally friendly detergent and household cleaners. Then they built an environmentally sustainable factory . The cases raises the question, can companies such as these compete in green markets? Is an environmentally contained factory viable or feasible?   Add   View  15 pp.  Case — Unilever: Corporate Venturing and Environmental Sustainability (A) Author(s): Gorman, Michael E.; Werhane, Patricia H.; Standish, Myles; Werhane, Patricia H.; Mehalik, Matthew M. Darden ID: UVA-E-0152 Published: 12/16/1998 Copyright Year: 1998 Subject Area: Ethics Keywords: environment sustainable business entrepreneurship corporate policy venturing globalization strategic development Abstract: This case focuses on how Jan-Kees Vis, a middle-echelon staff worker at Unilever Foods, champions his ideas for environmental sustainability. Despite his position and a company reorganization, he manages to affect corporate environmental policy and operational strategy. Although the case’s primary emphasis is on Vis‘s tactics, the integration of sustainability into Unilever's mission statement is a central theme. The case can be used as an aid for instruction on internal corporate venturing, sustainable-policy development, and environmental sustainability strategy. See also the Unilever A, B, C, and D cases (UVA-E-0153, UVA-E-0154, UVA-UVA-E-0155, and UVA-E-0156).   Add   View  8 pp.  Case — Rohner Textil AG (A) Author(s): Mehalik, Matthew M.; Werhane, Patricia H.; Gorman, Michael E. Darden ID: UVA-E-0107 Published: 1/22/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: environment ethical issues; manufacturing strategy; international case; environmental cases Teaching Note: UVA-E-0107TN Abstract: This series of cases (see also the B [UVA-E-0108], C [UVA-E-0109], D [UVA-E-0110], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. Faced with community pressure to use quieter machinery and challenged by increasingly stricter environmental regulations, Kalin has committed himself to improving the ecological profile of the mill. He has adopted a set of rule-based design imperatives proposed by William McDonough based on McDonough’s concept “waste equals food.” Given these strict environmental parameters, Kalin attempts to design and manufacture a compostable fabric for DesignTex, a division of the U.S. company Steelcase. The A case examines Kalin‘s choice of a twisting-yarn supplier: the two alternatives pose significant differences in product quality, reliability, and performance.   Add   View  4 pp.  Case — Rohner Textil AG (B) Author(s): Mehalik, Matthew M.; Werhane, Patricia H.; Gorman, Michael E. Darden ID: UVA-E-0108 Published: 1/22/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: environment ethical issues; manufacturing strategy; international; alternative business issue or setting; diverse protagonist; gender (female protagonist); environmental Teaching Note: UVA-E-0107TN Abstract: This series of cases (see also the A [UVA-E-0107], C [UVA-E-0109], D [UVA-E-0110], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. The B case finds Kalin facing a new problem. Steelcase has updated its manufacturing machinery, thus creating additional strength requirements for the compostable fabric Rohner has designed. Kalin must decide whether to coat the fabric with a chemical that has questionable environmental side effects to avoid losing his biggest customer.   Add   View  3 pp.  Case — Rohner Textil AG (C) Author(s): Mehalik, Matthew M.; Werhane, Patricia H.; Gorman, Michael E. Darden ID: UVA-E-0109 Published: 1/22/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: environmental issues; ethical issues; ethics, medical; manufacturing strategy; international; alternative business issue and setting; environmental Teaching Note: UVA-E-0107TN Abstract: This series of cases (see also the A [UVA-E-0107], B [UVA-E-0108], D [UVA-E-0110], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. In the C case, Rohner’s dyemaster substitutes another dye for the dye Rohner is currently using for its compostable-fabric project. The substituted dye is cheaper and poses no environmental threat. The dyemaster, however, did not inform Kalin before making the change, nor did he get approval from the EPEA, an independent organization that evaluates Rohner‘s environmental protocols.   Add   View  8 pp.  Case — Rohner Textil Ag (D) Author(s): Mehalik, Matthew M.; Werhane, Patricia H.; Gorman, Michael E. Darden ID: UVA-E-0110 Published: 1/22/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: environment; ethical issues; manufacturing strategy; international case; international; alternative business issue or setting; diverse protagonist; nationality; environmental Teaching Note: UVA-E-0107TN Abstract: This series of cases (see also the A [UVA-E-0107], B [UVA-E-0108], C [UVA-E-0109], and E [UVA-E-0147] cases) takes students through five design-and-manufacturing decisions confronting Albin Kalin, managing director of Rohner Textil AG, a textiles manufacturer in northeastern Switzerland. After the compostable fabric is developed, produced, and marketed, Rohner’s supplier of ramie yarn, an essential component of the fabric, goes bankrupt. Kalin must choose among four mills that have the technical capability to produce ramie, each of which has strengths and weaknesses. In analyzing these choices, students must use decision analysis tools and review the decisions of the related cases.   Add   View  12 pp.  Case — AMERICAN SOLAR NETWORK (A) Author(s): Michael E. Gorman; Patricia H. Werhane; Matthew M. Mehalik Description: A.C. Rich is an entrepreneur who has invented and patented a new form of solar water heater that, he claims, will significantly reduce home-heating costs and is aesthetically pleasing. The case asks students to evaluate Rich’s design in terms of cost, performance, and marketability, and also in terms of a set of ethical and environmental criteria presented in “Note on Moral Reasoning” (E-0092) and ‘’Note on Five Traditional Theories of Environmental Sustainability‘' (E-0094). Students are also asked to decide whether Rich should move to a state where people can get subsidies Subjects: business and society; business ethics; environmental issues; diversity case; Darden ID: E-0097 Teaching Note: E-0097TN   Add   View  22 pp.  Case — AMERICAN SOLAR NETWORK (B) Author(s): Michael E. Gorman; Patricia H. Werhane; Matthew M. Mehalik Description: In this follow-up to the A case (E-0097), Rich does move to another state and obtains subsidies for his solar water heater, but he still cannot create a market for his technology. Does he fail because of flaws in his design or in his marketing plan? Or is he simply the victim of a system that ought to subsidize engineers who want to create ethical technologies? Subjects: business and society; business ethics; environmental issues; diversity case; Darden ID: E-0098 Teaching Note: E-0097TN   Add   View  19 pp.  Case — ENVIRONMENTAL PROTECTION ENCOURAGEMENT AGENCY Author(s): Werhane, Patricia H.; Mehalik, Matthew M. Darden ID: UVA-E-0146 Published: 12/17/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: industrial development; international; ethics; alternative business issue or setting; environmental Abstract: This note documents the transition of Dr. Michael Braungart from Greenpeace activist to international consultant in industrial ecology. In the process of forming a consulting company, the Environmental Protection Encouragement Agency, Braungart poses a challenge to an international scientific organization, SETAC, on methodologies of assessing product and process life cycles.   Add   View  3 pp.  Case — Mark Berry Author(s): Freeman, R. Edward; Garrett, Carl Darden ID: UVA-E-0229 Published: 5/3/2002 Copyright Year: 2002 Subject Area: Ethics Keywords: business ethics; ffinancial institutions; incentives; interdepartmental relations; organizational culture; organizational objectives; organizational problems; persoal values Teaching Note: UVA-E-0229TN Abstract: This case involves “right versus right” conflict and examines the issues of stakeholder value, dedication to service, reciprocal treatment, and long-term orientation.   Added   View  11 pp.  Case A — W. R. GRACE & CO. AND THE NEEMIX PATENT Author(s): Werhane, Patricia H.; Severance, Kristi Darden ID: UVA-E-0157 Published: 6/10/1999 Copyright Year: 1999 Subject Area: Ethics Keywords: environmental issues; ethical issues; ethics, medical Teaching Note: UVA-E-0157TN Abstract: Neemix is a natural biopesticide developed by W. R. Grace from the neem tree, which is indigenous to rural India. Because of its medicinal and religious use by rural Indians for more than 1,000 years, the Foundation on Economic Trends is protesting Grace’s patenting of Neemix. The A case raises questions concerning international intellectual-property rights and how American companies such as Grace should deal with these issues. See also the B case (UVA-E-0158).   Add   View  8 pp.  Technical Note — The Challenge Of Climate Change: Overview Author(s): Larson, Andrea; Keach, Stephen Darden ID: UVA-ENT-0036 Published: 3/8/2001 Copyright Year: 2001 Subject Area: Business Communications Keywords: Communication process; Communication strategy Abstract: This technical note provides a pedagogical overview of management communication for MBA education.   Add   View  14 pp.  Case — Greg Cooke John W. Mullins Greg Cooke was faced with a difficult decision as to whether to leave his job as vice president of community relations at Central Bank of Colorado to explore an idea he had to start a micro-lending organization. Greg was torn between his desire to make a difference by starting his own organization, on one hand, and loyalty to his family and preserving the stability of their future, on the other. Although Greg knew he had to consider the potential of his idea in making his decision, he knew he also must address the personal and family dimensions of his question of whether or not, and under what conditions, he should leave his job to explore his business concept. Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 1 Subjects: Entrepreneurship, Personal Traits of Entrepreneurs, Micro-lending   Add   View  20 pp.  Article — Supply Loops and Their Constraints: The Industrial Ecology of Recycling and Reus Author(s): Geyer, Roland; Jackson, Ted Publication Date: 02/01/2004 Product Type: CMR Article Publisher: California Management Review Product Description: An increasing number of firms in Asia, Europe, and North America engage in voluntary or mandatory end-of-life product management. Because developments in product take-back are driven by a mixture of environmental concerns and economic opportunities, the most promising corporate end-of-life strategies create both economic and environmental value. Introduces a framework that can help managers identify and assess such supply loop strategies. Application of the framework to two specific supply loops demonstrates the usefulness of the framework: recycling and reuse of structural steel sections in the U.K. construction sector. Highlights the importance of supply chain constraints and also shows how lack of data can be a major obstacle to the evaluation of potential win-win supply loops. HBS Number: CMR276 Subjects: Construction; Product management; Recycling; Steel; Supply chain; United Kingdom Academic Discipline: Operations management   Add   View  15 pp.  Case — Banyan Tree Hotels & Resorts: Gauging Investors’ Views on Corporate Social Respo Author(s): Tse, Eliza; Ng, Pauline; Ross, Kay Publication Date: 08/20/2003 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: In January 2003, Mr. Ho Kwok Ping (“KP”), the cofounder and chairman of Singapore-based Banyan Tree Hotels & Resorts, was debating whether to take his privately held company public. The company developed and operated several boutique resorts and spas around Asia. What set the company apart in the marketplace, and was an integral part of the Banyan Tree brand, was its strong commitment to protecting the environment, both physical and human, driven by its leaders’ passionate belief in behaving ethically and responsibly. The company had major plans for expansion in Asia and around the world. These expansion plans required financing, and one obvious option was to take the company public through an IPO. But KP had his doubts about an IPO. Would investors feel as passionately as he did about the company‘s pro-environment values and initiatives? Or would he and his managers have to compromise their values to deliver acceptable returns to the company's shareholders? In the current economic climate in Asia and globally, was it the right time to go public? HBS Number: HKU275 Geographic Setting: Global Event Year Start: 2003Event Year End: 2003 Subjects: Asia; Corporate responsibility; Ethics; Expansion; Financing; IPO; Social issues; Tourism Academic Discipline: Social enterprise & ethics Supplementary Materials: Teaching Note, (HKU276), 7p, by Eliza Tse, Pauline Ng, Kay Ross (Sales restricted to North America.)   Add   View  16 pp.  Article — Green and Competitive: Ending the Stalemate Porter, Michael E.; Van Der Linde, Claas The lingering belief that environmental regulations erode competitiveness has resulted in a stalemate. One side pushes for tougher standards, the other tries to roll standards back. The authors’ research shows that tougher environmental standards actually can enhance competitiveness by pushing companies to use resources more productively. Managers must start to recognize environmental improvement as an economic and competitive opportunity, not as an annoying cost or an inevitable threat. Environmental progress demands that companies innovate to raise resource productivity—precisely the new challenge of global competition. It is time to build on the underlying economic logic that links the environment, resource productivity, innovation, and competitiveness. HBS Number: 95507 Type: Harvard Business Review Article Publication Date: 9/1/1995 Subjects: Competition; Environmental protection; Innovation; National competitiveness; Pollution control; Productivity; Regulation; Social enterprise Year New: 1995   Add   View  9 pp.  Case — BHOPAL (B): RECIPE FOR A TOXIC MIST Author(s): Patricia H. Werhane Description: The B case details the causes of the tragic toxic leak at the Bhopal plant and the dilemmas faced by the plant managers as they coped with the aftermath. See also the A case, E-0159. Subjects: business and society; business ethics; corporate strategy; current liabilities; developing countries; employee attitudes; environmental issues; ethical issues; industrial engineering; leadership; manufacturing strategy; morale; quality; risk analysis Darden ID: E-0160 Teaching Note: E-0159TN   Add   View  6 pp.  Case — Ecover and Green Marketing (A) Author(s): Andrea Larson; Patricia H. Werhand; Joel E. Reichart Description: This set of cases describes the dilemma of a small Belgian detergent company which, faced with the inability to compete, developed environmentally friendly detergent and household cleaners. Then they built an environmentally sustainable factory . The cases raise the question, can companies such as these compete in green market? Is an environmentally contained factory viable or feasible? Subjects: sustainable business Darden ID: E-0172 Teaching Note: E-0172TN    IV. Leading Corporate Citizens into the Future   Add   View  1 pp.  Introduction   Add   View  40 pp.  10. Global Standards/Global Village   Add   View  23 pp.  Case — Killer Coke: The Campaign Against Coca-Cola Author(s): Henry W. Lane; David T.A. Wesley Ivey ID: 9B07C003 Publication Date: 1/31/2007 Revision Date: 2/24/2010 Product Type: Case Teaching Note: 8B07C03 Geographic Setting: Colombia; United States Industry Setting: Food and Kindred Products Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA Subjects: Emerging markets; Supplier selection; Trade unions; Ethical issues Major Disciplines: Human Resource Management; International Product Description: The CEO of Coca-Cola is faced with increasing criticism over the company’s handling of alleged human rights abuses in Colombia. A grass roots protest movement known as "The Campaign to Stop Killer Coke" has built international support for a boycott of Coca-Cola products on college campuses. The campaign centers specifically on the intimidation and murder of union leaders at a specific Coca-Cola bottling plant in Colombia. Coca-Cola asserted that it was not responsible for such abuses. Rather, the violence at the Coca-Cola plant was the product of a political situation that was beyond the company‘s control. The company further argued that it was in compliance with local labor laws, and had been dismissed as the defendant in lawsuits filed in Colombia and U.S. courts. At the time of the case, Coca-Cola is faced with anti-Coke campaigns at more than 100 college campuses worldwide and official boycotts of its products at a number of large well-known campuses in the United States. In response, the company has undertaken an audit of its bottling plants in Colombia. It also launched a public relations campaign aimed at refuting accusations of human rights violations. The case can be used to discuss corporate ethics, extraterritoriality, marketing and public relations.   Add   View  9 pp.  Technical Note — GLOBAL WATER AND FOOD SUPPLY PROBLEM Author(s): Werhane, Patricia H.; Ofiesh, Caetie Darden ID: UVA-E-0213 Published: 4/6/2001 Copyright Year: 2001 Subject Area: Ethics Keywords: developing countries, technological change, ethical issues Abstract: This technical note, which presents an overview of the global water and food supply problem at the turn of the 21st century, is a good starting point for a discussion of the environmental and agricultural crises that exist throughout the world, and covers some of the potential solutions to these crises.   Add   View  28 pp.  Technical Note — The Organic Food Industry: A Global Perspective Author(s): Andrea Larson; Crystal Mario Description: This technical note covers the history and development of the organic farming industry and serves as a good backdrop for any discussion of agriculture or the food industry. Subjects: competitive dynamics; new product introduction; emerging industry; entrepreneurship; environmental issues; market analysis; new technology, management of; pollution; social change; technological change; technological innovation Darden ID: ENT-0015 Teaching Note: N/A   Add   View  26 pp.  Technical Note — Wind Power Author(s): Andrea Larson; Stephen Keach Description: This technical note provides students with information about the rapidly developing wind power market worldwide. A leader among alternative power sources (alternative to fossil fuels), wind power design advances and improved economics now enable wind energy to compete with coal-generated electricity. Wind power offers an innovative clean energy source for both industrialized and developing countries. Subjects: economic development; emerging industry; entrepreneurship; environmental issues; pollution; technological change; technological innovation; Darden ID: ENT-0017 Teaching Note: N/A   Add   View  18 pp.  Case — Hoechst-Roussel Pharmaceuticals, Inc.: RU 486 Jan Willem Bol, David W. Rosenthal Hoechst-Roussel Management must decide whether to introduce RU 486 to the U.S. Market. The drug, a contraceptive/abortifacient, offers a significant business opportunity, but it goes against the company’s stated policy of not marketing such drugs. RU 486 has been widely tested in Europe, but political and social issues present a hostile environment in the U.S. Source: North American Case Research Association, Case Research Journal, Winter 1993, Vol. 13, Issue 1. Copyright 1993. Courses: Business Ethics; Business Policy/Strategy; Marketing Management; Public Policy Topics:   Add   View  22 pp.  Case — InterMark: Designing UNICEF’s Oral Rehydration Program in Zambia Ronald Stiff A project manager for a consulting firm specializing in health care in developing countries is responsible for developing a program for UNICEF to reduce illness and death from diarrheal disease in Zambia. The three-year program must consider the education of both parents and health care providers, along with the nation’s culture and infrastructure and options for supply, packaging, and distribution of oral rehydration salts. 1994 Source: North American Case Research Association, Case Research Journal, Spring 1994, Vol. 14, Issue 2. Courses: Business and Society; Healthcare; Not-for-Profit Topics:   Add     19 pp.  Case — Lobatse Clay Works David Osgood and edited by Richard G. Linowes Lobatse Clay Works (Botswana) is a joint venture between the Botswana Development Corp. and an American brickmaking company, Interkiln. Shortly after starting production, the local partner and major customer was beset with corruption charges for offering kickbacks in the construction bidding process. The resulting fall-off of orders throws into question the economic viability of the entire joint venture. Source: Institute of International Education and selected for use by Pinnacle Editorial Board. Copyright 1994. Courses: Business and Society; International Business; Small Business Topics:   Add   View  13 pp.  Case — Philip Morris: The Export Warning Labels Issue W. Kent Moore, Phyllis G. Holland The case provides background information on the cigarette industry, the marketing of cigarettes to underdeveloped countries, particularly in the Pacific Rim, and on the evolution of health warning labels. Source: The Society for Case Research, Business Case Journal, Fall 1993, Vol. 1, Issue 1. Copyright 1993. Courses: Business and Society; Business Ethics; Business Policy/Strategy; International Marketing Topics:   Add   View  3 pp.  Case A — Conscience or the Competitive Edge? Kate Button, Christopher K. Bart Olivia Jones, a manager for a British retailer, discovers on a buying trip to India how she and her firm are able to obtain cost advantages. Working conditions in her supplier’s shop shock Jones, who is unsure she wants a career in which “success” requires taking advantage of others. What should she do? Source: North American Case Research Association, Case Research Journal, Volume 14, Issue 1, Copyright 1994. Courses: Business Ethics Topics:   Add   View  2 pp.  Case B — Conscience or the Competitive Edge?   Add   View  27 pp.  Case — China and the WTO: What Price Membership? Author(s): Vietor, Richard H.K.; Galef, Julia Publication Date: 12/22/2006 Revision Date: 04/09/2008 Product Type: Case (Library) HBS Number: 707032 Geographic Setting: China Subjects: Economic conditions; International relations; International trade; Leadership; Political systems; Politics; World Trade Organization Academic Discipline: Business & government Supplementary Materials: Teaching Note, (708009), 9p, by Richard H.K. Vietor Product Description: China has been a member of the WTO for more than five years. Its implementation of requirements has been a mixed bag. While China’s growth is still spectacular, many institutional problems remain. And there is a new problem — a spectacular trade asymmetry with the United States.   Add   View  18 pp.  Case — The Sarbanes-Oxley Act: Details and Evaluation Author(s): Kulp, Susan; Lane, David Publication Date: 02/16/2006 Revision Date: 11/30/2006 Product Type: Note HBS Number: 9-106-040 Subjects: Compliance; Corporate governance; Disclosure; Internal controls; Sarbanes-Oxley Act Academic Discipline: Accounting & control Product Description: Presents details related to Sarbanes-Oxley, with special emphasis on Section 404.   Add   View  22 pp.  Case — Charles Veillon, S.A. (A) Author(s): Paine, Lynn Sharp; Sesia, Aldo, Jr. Publication Date: 07/12/2006 Revision Date: 08/21/2007 Product Type: Case (Field) HBS Number: 9-307-002 Geographic Setting: Switzerland Industry Setting: Catalog industry; Mail order; Retail industry Number of Employees: 527 Gross Revenues: $200 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Corporate responsibility; Direct marketing; Ethics; International business; Labor law; Public relations; Sourcing; Supply chain management; Working conditions Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Field), (9-398-010), 10p, by Lynn Sharp Paine, Howard Firestone Reitz; Teaching Note, (5-307-019), 16p, by Lynn Sharp Paine, Aldo Sesia Jr. Product Description: The top management team at Charles Veillon, a Swiss mail-order company, is considering whether to work with a human rights organization to monitor the labor practices of its suppliers. A particular concern is avoiding child labor and other forms of workplace coercion.   Add   View  10 pp.  Case — Charles Veillon, S.A. (B) Author(s): Paine, Lynn Sharp; Reitz, Howard Fireston Publication Date: 09/26/1997 Revision Date: 10/17/1997 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-398-011) Charles Veillon, S.A. (A). HBS Number: 9-398-010 Geographic Setting: Industry Setting: Subjects: Corporate responsibility; Direct marketing; Ethics; International business; Sourcing Academic Discipline: Social enterprise & ethics   Add   View  12 pp.  Article — Third-World Families at Work: Child Labor or Child Care? Nichols, Martha The new vice president of international contracts for Timothy & Thomas North America, Jonathan Stein, faces tough decisions regarding the company’s Pakistani contractors. In a plant in Lahore, Stein sees girls who look no older than ten, sweeping the floor. T&T shorts are currently the hottest item in Timothy & Thomas‘s line of casual clothes. Like the rest of the company's products, the shorts have a wholesome American image. But that image doesn't fit the image of those girls at work - or Timothy & Thomas's reputation for social responsibility. In fact, the company's new Global Guidelines for Business Partners prohibit the use of child labor. The complicated situation puts Jonathan Stein on the cutting-edge of company policy. Six experts on global sourcing and labor in developing nations discuss the agonizing decisions that confront Stein and his company. HBS Number: 93105 Type: Harvard Business Review Article Publication Date: 1/1/1993 Subjects: Clothing; Developing countries; Ethics; HBR Case Discussions; Human resources management; International operations; Work force management Year New: 1993   Add   View  7 pp.  Case — MAQUILADORA INDUSTRY AND GENERAL MOTORS (A) Author(s): Watson, Orson W.; Werhane, Patricia H. Darden ID: UVA-E-0135 Published: 10/9/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: ethical issues; human resources, management of; international business; multinationals Teaching Note: UVA-E-0135TN Abstract: This case focuses on one of the most fiercely debated examples as it examines GM’s use of Mexican maquiladoras, factories that were originally intended to provide low-wage assembly work for exported goods. In the broadest sense, the case asks how managers can make sound decisions about human resource issues in a global context. What standards should a corporation abide by when it establishes manufacturing facilities in developing nations? What obligations does a multinational corporation (MNC) have to employees in its home country? The A case focuses on the welfare of maquiladora workers, first describing GM‘s recent program to provide them with decent, affordable housing. It then asks whether the company is doing enough to treat them justly.   Add   View  13 pp.  Case — ESKOM AND THE SOUTH AFRICAN ELECTRIFICATION PROGRAM (A) Author(s): Werhane, Patricia H.; Gorman, Michael E.; Cunningham, Brian Darden ID: UVA-E-0162 Published: 4/7/1999 Copyright Year: 1999 Subject Area: Ethics Keywords: financing; business and society; business ethics; business planning; business/government relations; capital investment; corporate social responsibility Teaching Note: UVA-E-0162TN Abstract: Eskom, a South African electric utility company, is currently spending $400 million annually (roughly 30% of its annual profits) to implement a national social-initiative project. This project is a countrywide infrastructure development program to provide electricity to the citizens of South Africa, who were often denied access to basic services under apartheid; thus, the company is hoping to fulfill its goal of becoming a “model corporate citizen.” The A case examines social, political, and corporate historical information, together with consumer and marketing data, vis-a-vis a viable plan for financing the program and distributing electricity to more than nine million end users. Even after four years, however, the program is costing the company more money to operate than it is receiving from annual sales. Therefore, one must question why a company is investing so heavily in a program that is not only not producing profits, but is also not even covering its basic operating costs. See also the B, C, D, and E cases (E-0163, E-0164, E-0165, and E-0166).   Add   View  8 pp.  Case — Monsanto And The Monarch Butterfly Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny Darden ID: UVA-E-0263 Published: 3/3/2004 Copyright Year: 2004 Subject Area: Ethics Keywords: business ethics; environmental issues; ethical issues; public relations/publicity; biotechnology Abstract: This technical note, which outlines Monsanto’s response to public claims of damage to monarch butterflies from Monsanto‘s Bt corn, is a good companion piece to cases involving new technology, particularly in the field of biotechnology and genetically modified organisms. Other issues addressed are crisis management, the reported effects of new technology on the environment, and good public relations.   Add   View  11 pp.  Case — MONSANTO EUROPE: MONSANTO INTRODUCES GMOS TO EUROPE WITH UNEXPECTED RESULTS Author(s): Werhane, Patricia H.; Gorman, Michael E.; Mead, Jenny; Hertz, Michael; Nieusma, Dean Darden ID: UVA-E-0217 Published: 5/18/2001 Copyright Year: 2004 Subject Area: Ethics Keywords: community relations; ethical issues; goodwill; growwth strategy; international business; marketing strategy; new-market entry; new-product marketing; public relations/publicity; social responsibility; technological innovation Teaching Note: UVA-E-0217TN Abstract: This case, which can be used in conjunction with the other Monsanto cases (E-0216, E-0220, E-0263), details Monsanto’s efforts to introduce genetically modified organisms (GMOs) into Europe in the mid-1990s. Monsanto did not anticipate the European resistance and public outcry based on a number of factors, and company officials ultimately admitted their mistakes in the introduction process. Additionally, the case poses the basic question: How could Monsanto, in its role as a seed producer, have interacted with the international food-supply chain so that its primary consumers had a market outside the United States for their genetically modified crops?   Add   View  3 pp.  Case — Make Mine a Russian Short-Hair, and Hold the Allergies Please Author(s): Freeman, R. Edward; Truslow, Will; Ahmad, Pia; Pamar, Bidham Darden ID: UVA-E-0228 Published: 3/26/2002 Copyright Year: 2001 Subject Area: Ethics Keywords: business ethics; ethical issues; social responsibility Abstract: Having successfully completed the cloning of a cat, this case discusses the market for pet cloning, specifically allergen-free cats. The case looks at pet cloning from the perspectives of (1) an animal rights activist, (2) a pet lover, and (3) an individual allergic to cats. It also explores the business potential involved in this area.   Add   View  8 pp.  Case — Monsanto and Intellectual Property Author(s): Werhane, Patricia H.; Gorman, Michael E.; Simmonds, J.; Ofiesh, Caetie; Smith, Rob Darden ID: UVA-E-0216 Published: 4/11/2001 Copyright Year: 2001 Subject Area: Ethics Keywords: ethical issues; market analysis; marketing strategy; product development; public/relations/publicity Teaching Note: UVA-E-0216TN Abstract: This case presents the issues and dilemmas that Monsanto faced in deciding how to market its genetically modified products. It also covers patent issues, intellectual property, and licensing strategies.   Add   View  2 pp.  Case — Mortland Author(s): Freeman, R. Edward Darden ID: UVA-E-0254 Published: 5/28/2003 Copyright Year: 2003 Subject Area: Ethics Keywords: ethical issues Abstract: This case presents the dilemma of an employee who, when presented with options by his business, must weigh all the different factors (including his career goals and his fellow employees) in deciding what course of action to take.   Add   View  14 pp.  Case — Motorola In China Author(s): R. Edward Freeman; Patricia H. Werhane; Jenny Mead Description: This technical note outlines the history of Motorola, a company that prided itself on “uncompromising integrity,” as it established factories and services in China, a country widely known for its human rights abuses, in the late 1980s and early 1990s. This technical note serves as a good companion piece to cases dealing with other large corporations which are evaluating whether to establish a presence in countries where human rights abuses, government corruption, or other problems exist. Subjects: business ethics; ethical issues; international business Darden ID: E-0243 Teaching Note: N/A   Add   View  8 pp.  Case — Stem Cell Research Author(s): R. Edward Freeman; Will Truslow; Pia Ahmad Description: The case lays out the controversies surrounding stem cell research, looking specifically at therapeutic cloning and how the embryos produced in this process are produced solely to be destroyed. Thus, the dilemma of whether it is ethical to take one life to save another and the dilemma surrounding human cloning. This case may be used to portray problems in the biotechnology industry, health care issues, patenting issues and general ethical dilemmas. Subjects: business ethics; ethical issues; ethics, medical; health-care management; legal issues; social responsibility Darden ID: E-0240 Teaching Note: N/A   Add   View  30 pp.  11. Values Added: Global Futures   Add   View  21 pp.  Case — Norway Sells Wal-Mart Author(s): Pozen, Robert C.; Sesia , Aldo, Jr. Publication Date: 09/18/2007 Revision Date: 11/06/2007 Product Type: Case (Field) HBS Number: 9-308-019 Geographic Setting: Norway Industry Setting: Government & regulatory Number of Employees: 1.8 million Gross Revenues: $300 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Accountability; Community relations; Ethics; Government & business; Investment management; Laws & regulations; Leadership; Pension funds; Public relations Academic Discipline: Finance Product Description: In June 2006, Norway’s Pension Fund decided to divest its position in Wal-Mart Stores, Inc. after an investigation by the Fund‘s Ethics Council. According to a spokesperson of Norway's Finance Ministry, “The recommendation to exclude Wal-Mart cites serious and systematic violations of human rights and labor rights.” Before making its recommendation to the Ministry to divest Wal-Mart, the Council sent its findings to the retailer for comment, but received no response. While Wal-Mart did not respond, the company had taken several steps to strengthen its ethical standards worldwide in recent years.   Add   View  21 pp.  Case — AES Global Values Author(s): Paine, Lynn Sharp Publication Date: 05/18/1999 Revision Date: 11/16/2000 Product Type: Case (Field) Product Description: Members of the development team for the AES Corp.’s power plant project in India must decide what plant technology to specify in their application for techno-economic clearance from the government of India‘s Central Electric Authority. Their choice is between more expensive technology that would enable the plant to meet more demanding U.S. environmental standards or less costly technology that would meet local environmental standards and free up funds for contributions to other needs of communities surrounding the projected plant. At the same time, executives at AES headquarters in Arlington, VA, are considering whether the company's traditional focus on meeting its social responsibility through CO2-offset programs is the best approach to social responsibility as the company expands worldwide. Teaching Purpose: To allow students to examine how a U.S.-based company adapts its business principles and interprets its commitment to social responsibility when it is setting up operations in India. HBS Number: 9-399-136 Geographic Setting: IndiaIndustry Setting: powerGross Revenues: $500 million revenues Event Year Start: 1994Event Year End: 1994 Subjects: Business government relations; Corporate responsibility; Cross cultural relations; Environmental protection; Environmental regulations; Ethics; India Academic Discipline: Social enterprise & ethics   Add   View  22 pp.  Case — Charles Veillon, S.A. (A) Author(s): Paine, Lynn Sharp; Sesia, Aldo, Jr. Publication Date: 07/12/2006 Revision Date: 08/21/2007 Product Type: Case (Field) HBS Number: 9-307-002 Geographic Setting: Switzerland Industry Setting: Catalog industry; Mail order; Retail industry Number of Employees: 527 Gross Revenues: $200 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Corporate responsibility; Direct marketing; Ethics; International business; Labor law; Public relations; Sourcing; Supply chain management; Working conditions Academic Discipline: Social enterprise & ethics Supplementary Materials: Supplement (Field), (9-398-010), 10p, by Lynn Sharp Paine, Howard Firestone Reitz; Teaching Note, (5-307-019), 16p, by Lynn Sharp Paine, Aldo Sesia Jr. Product Description: The top management team at Charles Veillon, a Swiss mail-order company, is considering whether to work with a human rights organization to monitor the labor practices of its suppliers. A particular concern is avoiding child labor and other forms of workplace coercion.   Add   View  12 pp.  Article — Third-World Families at Work: Child Labor or Child Care? Nichols, Martha The new vice president of international contracts for Timothy & Thomas North America, Jonathan Stein, faces tough decisions regarding the company’s Pakistani contractors. In a plant in Lahore, Stein sees girls who look no older than ten, sweeping the floor. T&T shorts are currently the hottest item in Timothy & Thomas‘s line of casual clothes. Like the rest of the company's products, the shorts have a wholesome American image. But that image doesn't fit the image of those girls at work - or Timothy & Thomas's reputation for social responsibility. In fact, the company's new Global Guidelines for Business Partners prohibit the use of child labor. The complicated situation puts Jonathan Stein on the cutting-edge of company policy. Six experts on global sourcing and labor in developing nations discuss the agonizing decisions that confront Stein and his company. HBS Number: 93105 Type: Harvard Business Review Article Publication Date: 1/1/1993 Subjects: Clothing; Developing countries; Ethics; HBR Case Discussions; Human resources management; International operations; Work force management Year New: 1993   Add   View  17 pp.  Case — International Sourcing in Athletic Footwear: Nike and Reebok Author(s): Rosenzweig, Philip M. Publication Date: 05/19/1994 Revision Date: 07/14/1994 Product Type: Case (Field) Product Description: Nike and Reebok, the two largest athletic footwear companies, look to contractors in Asia to manufacture their shoes. Sourcing from Asia offers advantages of low cost and flexibility, but raises questions about human rights and corporate responsibility. How Nike and Reebok have addressed these questions is the focus of this case. Teaching Purpose: Examines the responsibilities of multinational firms with regard to human rights in overseas plants. HBS Number: 9-394-189 Geographic Setting: Asia Industry Setting: athletic footwear Company Size: Fortune 500 Gross Revenues: $11 billion revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Ethics; Footwear; Human resources management; International business; Sourcing Academic Discipline: General management Supplementary Materials: Teaching Note, (5-394-190), 13p, by Philip M. Rosenzweig   Add   View  2 pp.  Case — AGAINST THE CURRENT: MALDEN MILLS INC. (A) Author(s): Werhane, Patricia H.; Watson, Orson W. Darden ID: UVA-E-0125 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: ethical isues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the B, C, and D cases (UVA-E-0126, UVA-E-0127, and UVA-E-0128).   Add   View  4 pp.  Case — AGAINST THE CURRENT: MALDEN MILLS INC. (B) Author(s): Werhane, Patricia H.; Watson, Orson W. Darden ID: UVA-E-0126 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: ethical issues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the A, C, and D cases (E-0125, E-0127, and E-0128).   Add   View  4 pp.  Case — AGAINST THE CURRENT: MALDEN MILLS INC. (C) Author(s): Werhane, Patricia H.; Watson, Orson W. Darden ID: UVA-E-0127 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: UBA-E- ethical issues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the A, B, and D cases (E-0125, E-0126, and E-0128).   Add   View  4 pp.  Case — Against The Current: Malden Mills Inc. (D) Author(s): Watson, Orson W.; Watson, Orson W. Darden ID: UVA-E-0128 Published: 10/7/1997 Copyright Year: 1997 Subject Area: Ethics Keywords: ethical issues; public relations/publicity; strategy formulation; strategy implementation Teaching Note: UVA-E-0125TN Abstract: This series of cases focuses on Malden Mills’ strategy for rebuilding its Lawrence, Massachusetts, plants following a catastrophic fire in 1995. Through an analysis of the history of the Feuerstein family‘s successful management style in the supposedly dying New England textile industry, the case illuminates a unique and consistent corporate identity based on ethics, public relations, and iron-willed determination. See also the A, B, and C cases (E-0125, E-0126, and E-0127).   Add   View  30 pp.  Case — ViaGen: Revolutionizing the Livestock Industry Author(s): Bell, David E.; Shelman, Mary; Martin, Roger Publication Date: 12/15/2006 Revision Date: 01/15/2008 Product Type: Case (Field) HBS Number: 9-507-021 Geographic Setting: United States Industry Setting: Agribusiness Number of Employees: 60 Gross Revenues: $2 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Agribusiness; Agriculture; Biotechnology; Innovation; Strategic planning Academic Discipline: Marketing Product Description: ViaGen has invested heavily to develop cloning technology for the livestock industry. Cloning has the potential to significantly improve the genetics of livestock, leading to higher quality meat, healthier animals, and more efficient production. Since 2003, the firm has been waiting for the FDA to declare that meat and milk from cloned animals are no different from non-clones. During that period the company has worked to educate regulators, consumers, and members of the livestock chain about cloning. In late 2006, the FDA announcement appears imminent. ViaGen CEO Mark Walton needs to develop different business plans to commercialize cloning technology in pigs, cattle, and horses, all of which have a different industry structure. At the same time, he must consider what to do if the announcement is delayed yet again.