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CaseLink for
Lawrence-Weber: Business and Society: Stakeholders, Ethics, Public Policy, 12th Edition
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 Front Matter
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| 4 pp.
| Preface
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| 3 pp.
| Introduction and Overview
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| I. The Corporation in Society
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| 1 pp.
| Introduction
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| 21 pp.
| 1. The Corporation and Its Stakeholders
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| 41 pp.
| Case — STUDY GUIDE FOR “THE CORPORATION”
Author(s): Pratima Bansal; Merrilyn Earl
Publication Date: 9/20/2004 Revision Date: 10/13/2006
Product Type: Case
Ivey ID: 9B04M077
Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Business Law; Corporate Responsibility; Ethical Issues
Major Disciplines: General Management
Product Description: This study guide is for instructors’ use only, not for reproduction. One hundred and fifty years ago, the corporation was a relatively insignificant institution. Today, it is a pervasive presence in all our lives. Like the Church, the Monarchy and the Communist Party in other times and places, the corporation is today‘s dominant institution. But history has humbled dominant institutions, eventually crushing, belittling or absorbing them into a new order. Will the corporation be the first to defy history? Six years in the making and now the recipient of dozens of awards, The Corporation reveals behind-the-scenes tensions and influences in several corporate and anti-corporate dramas, through case studies, interviews and confessions. The film offers interviews with 40 of the most influential contributors to the debate on the corporate role in society, including some of the world's most respected business leaders and thinkers. For more information about the film, please visit http: //www.thecorporation.com. A download (free of charge) of this study guide is available only to registered instructors.
This guide provides instructors the tools with which to use this documentary in the classroom. Five topics are covered in the teaching note: 1) The Corporation: Individual or Institution? 2) Advertising and Marketing 3) The Corporation as Government 4) Responsible Products, Product Use and Production 5) Who Owns Knowledge and Life? Instructors are provided discussion questions, reading lists, a transcript of the relevant sections within the film, and a PowerPoint presentation. Addi
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| 13 pp.
| Case — NOTE ON INDIVIDUALS, CORPORATIONS AND SOCIETY
Author(s): Bansal P; Earl M
Publication Date: 11/23/2004
Abstract: The importance of responsible value creation is indisputable for society. How could we argue that the well-being of future generations is not important? The disagreement is with the role of corporations in this process. This technical note offerstwo sides of the argument of whether corporations should be involved in addressing societal issues. The purely economic argument says that a responsible corporation is one which fulfills its fiduciary duty to shareholders to maximize profits. Theethical argument is that corporations are morally obliged to "give back" to the societies in which they exist. Using a sustainability argument, this note shows that there does not have to be a trade-off between economics and ethics. There exists a compelling business case for corporations to operate in the overlapping area of our model where activities are both financially profitable and socially and environmentally responsible. Not only does this "middle ground" exist, but the activities inthis area are likely to generate long-term stable profits and result in a higher level of employee, shareholder and corporate well-being.
Ivey Number: 9B04M072
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Business and Society; Ethical Issues; Stakeholder Analysis; Corporate Responsibility
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| 20 pp.
| 2. Managing Public Issues
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| 9 pp.
| Case — Google in China
Author(s): Deborah Compeau; Prahar Shah
Publication Date: 5/1/2007 Revision Date: 7/31/2007
Product Type: Case
Ivey ID: 9B06E019
Geographic Setting: United States/China Industry Setting: Miscellaneous Services Size: Medium
Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Management in a global environment; Information systems; Government and business; Ethical issues
Major Disciplines: International; Management Science and Information Systems
Product Description: The case describes the circumstances surrounding the introduction of www.google.cn. In order to comply with Chinese government requirements, Google.cn censors web results. This appears to contradict Google’s stated philosophy and its mission to organize and make accessible the world‘s information. A public outcry ensues and Google is forced to defend its controversial decision. The case presents both sides of the debate and asks students to consider what they feel is right.
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| 18 pp.
| Case — CAMPBELL SOUP COMPANY LTD.
Author(s): Crossan MM; Mark K
Description: The president and chief executive officer of a large food manufacturer is preparing his company’s strategic agenda for the next five years. One of the top five food manufacturers in Canada, the company went public and restructured its managementteam six years ago. The efforts were successful, resulting in an increase in the company‘s market share. Recent food industry trends, however, added "box" stores and private label brands to the domestic competition. At the same time, the terms ofthe Canada-U.S. Free Trade Agreement are expected to abolish food-related tariffs within two years, opening up competition from across the border. While the company has experienced success in the past five years, the president and chief executiveofficer needs a strategic plan that will take the company to the next level.
Ivey Number: 9B02M006
Publication Date: 4/25/2002 Revision Date: 5/6/2004
Geographic Setting: Canada
Industry Setting: Food and Kindred Products
Company Size: Large organization
Event Year Start: 1989
Subjects: Strategy Development; Crisis Management; Communications; Change Management
Level of Difficulty: Undergraduate/MBA
Functional Area: General Management
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| II. Business and the Social Environment
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| 1 pp.
| Introduction
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| 19 pp.
| 3. Corporate Social Responsibility
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| 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.
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| 10 pp.
| Case — BP AND CORPORATE GREENWASH
Author(s): Sider M
Publication Date: 2/21/2005
Industry: Oil & Gas Extraction
Abstract: Bp’s green re-branding efforts began officially with the unveiling of its new bp Helios mark, named after the Greek sun god. The new logo did away with 70 years of corporate branding, replacing the bp shield, long associated in consumers‘ minds withthe strength of British imperialism. The Helios mark cost US$7 million to develop and was forecast to cost the company another US$100 million a year to integrate into marketing and operations over the next two years. At the logo's unveiling, thecompany's chief executive officer directed attention to the company's recent purchase of the solar energy company Solarex, an acquisition that made bp the world's largest solar energy company. The unveiling of the Helios logo was a formalization of a re-branding strategy that had begun to emerge the year before with the CEO's announcement that 200 new bp sites around the world would be powered in part by solar energy, through solar panels placed on the roofs of gas pumps, and his commitment to reducing bp's own carbon dioxide emissions by 10 per cent by the year 2010. From the start, however, environmental groups heaped scorn on bp's green re-branding. Greenpeace gave the company its Greenhouse Greenwash Award, given to the largest"corporate climate culprit" on earth.
Ivey Number: 9B05C010
Geographic Location: United Kingdom Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: Human Resource Management
Subjects: Communications; Marketing Management; Public Relations; Ethical Issues
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| 18 pp.
| Case — CAMECO IN KYRGYZSTAN: CORPORATE SOCIAL RESPONSIBILITY ABROAD
Author(s): Pratima Bansal; John Scarfe; Richard Johnston
Ivey ID: 9B03M063
Publication Date: 11/28/2003 Revision Date: 10/22/2009
Product Type: Case
Teaching Note: 8B03M63
Geographic Setting: Canada/Kyrgyzstan Industry Setting: Metal Mining Size: Large Year of Event: 1998 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Business; Corporate Responsibility; Communications
Major Disciplines: General Management; International
Product Description: Based in Saskatoon, Canada, Cameco was the world’s largest uranium mining company. It had developed its policy for corporate social responsibility in northern Saskatchewan where it had its major mining operations and where there were a large indigenous population of Cree and Dene Indians. The issue centres on whether the same corporate social responsibility policy can be applied to the company‘s joint venture with the Kyrgyzstan government to operate a gold mine in eastern Kyrgyzstan. Complicating the decision was a chemical spill that had occurred several months before, and relations with citizens in nearby communities were at an all-time low. The joint venture's vice-president of human resources and corporate relations must decide which of the programs might be succesfully implemented in Kyrgyzstan, what new programs might need to be developed, and how best to communicate company policy to the local community.
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| 23 pp.
| 4. Global Corporate Citizenship
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| 24 pp.
| Case — Nestle’s Nescafe Partners‘ Blend: The Fairtrade Decision (A)
Author(s): Niraj Dawar; Jordan Mitchell
Publication Date: 7/27/2006 Revision Date: 1/9/2008
Product Type: Case
Teaching Note: 8B06A20
Ivey ID: 9B06A020
Geographic Setting: United Kingdom; Switzerland Industry Setting: Food and Kindred Products Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate Responsibility; Brand Management; New Products; Product Strategy
Major Disciplines: International; Marketing
Product Description: In early 2005, Nestle is in the midst of a decision: whether or not the Fairtrade mark should be applied on Partners’ Blend, a new instant coffee product to be marketed in the growing UK ‘ethical' coffee segment. Application of the Fairtrade mark on the Partners Blend product means that Nestle must go against its historical position of not offering minimum guaranteed prices to coffee farmers. As part of their deliberations, Nestle executives must consider their coffee sourcing program at large, their corporate social responsibility framework, Nescafe and corporate Nestle branding, the UK market and the potential consumer benefits or backlash that could result from releasing such a product.
Award Winning Case - Corporate Social Responsibiliity Award, 2006 European Foundation for Management Development (EFMD) Case Writing Competition.
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| III. Business and the Ethical Environment
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| 1 pp.
| Introduction
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| 24 pp.
| 5. Ethics and Ethical Reasoning
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| 6 pp.
| Article — Chinese Professional Managers and the Issue of Ethical Behaviour
Author(s): Roger Chen; Chia-Pei Chen
Publication Date: 01/05/2005
Product Type: Article
Ivey ID: 9B05TC11
Subjects: Ethical issues
Major Disciplines: General Management
Product Description: Labour dispute cases in China increased by nearly 300 per cent between 1990 and 2000. Many such disputes stem from a high probability that managers will behave unethically. This sets up a vicious circle: Owners don’t trust managers; managers, in turn, take actions to benefit themselves and protect their future, which can hurt the company. Though it is difficult to solve these problems overnight, companies in China need to pay attention to such issues and find solutions to minimize or prevent the resultant problems. This article discusses such issues and presents possible solutions. Weak management and accounting systems in Chinese companies; weak legal systems; a cynical work environment; ineffective employee referral and background checking systems, and poor career development opportunities are among the social and historical factors that contribute to underdeveloped ethical standards in China. In order to overcome such factors, companies in China primarily need to facilitate long-term corporate goal setting by managers, thus making it less likely that they engage in unethical behaviour. They can do so by encouraging their managers to identify with the company‘s goals, establishing a reward and punishment system involving financial incentives, and focusing on professional training and development. The article also discusses other strategies such as the promotion of an ethical culture, the development of mutual trust, and the active use of formal and informal networks in order to control unethical behaviour.
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| 22 pp.
| Case — DIVESTING THE ZAMBIAN MINING INDUSTRY
Author(s): Powanga L
Publication Date: 10/13/2004
Industry: Metal Mining
Abstract: The Zambian government embarked on a divesture of its mining industry in 1992. However, by July of 2004, 67 per cent of the mining assets were still in government hands and the government is still looking for equity partners. This case can be usedas a basis for discussing political and country risk analysis, international negotiations, feasibility study analysis, managing strategic failure, and ethical and social responsibility issues.
Ivey Number: 9B04M060
Geographic Location: Zambia Company Size: Large organization Year of Event: 2004 Level of Difficulty: Undergraduate/MBA Functional Area: General Management
Subjects: Nationalization; Political Environment; International Business; Mining
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| 24 pp.
| 6. Organizational Ethics and the Law
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| 4 pp.
| Case — STATOIL IRAN
Author(s): Lane HW; Wesley DTA
Publication Date: 11/28/2005
Product Type: Case
Ivey ID: 9B05C036
Geographic Setting: Iran/Norway Industry Setting: Oil & Gas Extraction Size: Medium organization
Year of Event: 2004 Level of Difficulty: Undergraduate/MBA
Subjects: Management Behaviour; Energy; Ethical Issues; International Management
Functional Area: Human Resource Management
Product Description: Less than one year after being awarded a contract to develop one of the world’s largest offshore petroleum fields, Statoil‘s future in Iran appeared to be in jeopardy. Statoil was at the center of a corruption investigation that had resulted in the resignations of three of the company's top executives, including its CEO. The issue was alleged bribes paid by Horton Investments, on Statoil's behest, to secure lucrative petroleum development contracts. According to the Iranian government,Statoil used Horton to channel $15 million in secret bribes to unnamed government officials. Statoil's country manager, who had considerable experience in the region and was unaware of the secret deals, is left with the difficult task of trying tosalvage the operation and rebuild the social capital he had established between Statoil and its Iranian counterparts.
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| IV. Business and Government in a Global Society
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| 1 pp.
| Introduction
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| 23 pp.
| 7. The Challenges of Globalization
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| 15 pp.
| Case — GLOBALIZATION THREATENS CANADA’S AUTO INDUSTRY: IMPLICATIONS FOR THE ECONOMY AND SOCIETY
Author(s): Conklin DW; Cadieux D
Publication Date: 1/13/2006
Product Type: Case
Ivey ID: 9B06M008
Geographic Setting: Canada Industry Setting: Transportation Equipment
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: Business and Society; General Management; Globalization; International Business
Functional Area: General Management
Product Description: For many decades, the automobile industry had played a major role in Canada’s economy. A large portion of Canadian jobs depended on the auto industry, both directly and indirectly. However, by 2005, Canada faced serious globalization threats.Analysts were stating that in the future the number of automobile-related jobs in Canada would depend upon the international competitiveness of Canadian plants. To continue to increase wages would raise Canadian production costs so far above thelevels in Mexico, China and other emerging nations, that the assemblers would shift production to low-cost jurisdictions. Meanwhile, the Big Three were losing market share to their non-union competitors, especially Toyota and Honda.
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| 23 pp.
| Case — GLOBAL WARMING AND THE KYOTO PROTOCOL: IMPLICATIONS FOR BUSINESS
Conklin DW; Jones D; Davenport A
The costs of global warming are enormous. The increase in concentration of greenhouse gases, as a result of growth in industrial activities worldwide, is directly related to the increased frequency of natural disasters. United Nations has estimatedthat the effects of global warming (namely natural disasters, loss of land due to rising sea levels and damages to fishing stocks, agriculture and water supplies) could cost over US$300 billion annually.The Kyoto Protocol is an international agreement setting out legally-binding levels of greenhouse gas emissions for 160 participating nations. The signatory nations approved the principles of the treaty, leaving the operation and enforcement detailsto be determined. While the intent of the protocol, to reduce worldwide greenhouse gas emissions to the benefit of all countries, is honorable, the impacts of the Kyoto Protocol are difficult to predict and will affect its stakeholder groups (theinsurance industry, developed and developing nations, signatory and non-signatory countries, existing and potential industries) differently.Implementation issues, alternate approaches, the challenges of global environmental problems and possible solutions are discussed. The response of governments and businesses to global environmental issues, in general, and to the Kyoto Protocol, inparticular, will determine the strengths and weaknesses of this global initiative.
Ivey Number: 9B01M071
Publication Date: 12/2/2002
Geographic Setting: Global
Event Year Start: 2001
Subjects: Business Policy, Globalization, General Management, Sustainable Development
Functional Area: General Management
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| 18 pp.
| Case — MANAGING PIBREX RUSSIA (A): NEW CRISIS, OLD GRIEVANCES
Author(s): Fey CF; Doern R
Publication Date: 11/9/2001 Revision Date: 6/9/2005
Product Type: Case
Ivey ID: 9B01M020
Geographic Setting: Russia Industry Setting: Chemicals and Allied Products Size: Large organization
Year of Event: 1998 Level of Difficulty: Undergraduate/MBA
Subjects: Change Management; General Management; Subsidiaries; Corporate Governance
Functional Area: General Management
Product Description: Pibrex is one of the world’s largest developers of petrochemical-based polymers for the plastics market. The company has purchased a plant in Russia and after three years of serious operating losses has appointed a new general manager of the plant. The plant lacks a strong organizational culture; communications within and between departments are poor; inequity in wages, working conditions, and training exist but motivation and retention problems are prevalent, Pibrex headquarters is losinginterest in the Russian operation; and two sub-cultures exist within the Pibrex Russia organization. The general manager must develop an action plan that can turn operations around with minimal expense to Pibrex. A supplement, Managing PibrexRussia (B): Developing Organizational Strategies to Ensure Sustainable Profitability (product 9B01M021) discusses issues facing the company two years later.
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| 22 pp.
| 8. Business-Government Relations
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| 12 pp.
| Case — HUGO CHAVEZ’S PUBLIC POLICY VISION FOR VENEZUELA: ROOTED IN THE PAST, DOOMED IN THE FUTURE?
Author(s): David W. Conklin; Danielle Cadieux
Ivey ID: 9B06M059
Publication Date: 4/28/2006 Revision Date: 9/21/2009
Product Type: Case
Teaching Note: 8B06M59
Geographic Setting: Venezuela Industry Setting: Executive, Legislative & General Gov. Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Globalization; Developing Countries; International Business; Government and Business
Major Disciplines: General Management; International
Product Description: Hugo Chavez often pointed to Simon Bolivar as the model for his political philosophy, centered on Bolivar’s vision of a unified and independent Latin America. In 1998, Chavez ran in the presidential election, on a platform that opposed what he termed the "savage neoliberalism" of the 1990s. Chavez‘s speeches in the presidential election campaign emphasized the importance of "national sovereignty" and "economic justice." As president, Chavez passed a new Hydrocarbons Law to enhance the share oil revenue that would be owed to the government; he created a new government-owned bank; he introduced a radical land reform law; and he encouraged takeovers by the government and employees of privately-owned factories. Venezuela sold oil to Cuba at reduced prices in return for professionals, especially doctors who created health missions in many low-income areas. Chavez sought to foment socialist anti-American revolutions throughout Latin America. In the context of this socialist agenda, analysts expected that Venezuela's economy would experience serious challenges in the coming years. The combination of high inflation, fiscal pressure, and slow growth would be a boiling political cauldron in which violent opposition could ferment.
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| 20 pp.
| Case — NOTE ON THE CUBAN CIGAR INDUSTRY
Author(s): Paul W. Beamish; Akash Kapoor
Ivey ID: 9B03M001
Publication Date: 2/27/2003 Revision Date: 10/21/2009
Product Type: Case
Teaching Note: 8B03M01
Geographic Setting: Cuba/USA/Canada Industry Setting: Tobacco Size: Large Year of Event: 2002 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Business; Internationalization; Government and Business; Industry Analysis
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The cigar industry in Cuba has a mythical aura and renown that give it unparalleled recognition worldwide. The relationship between Cuba and the United States makes the situation in this industry particularly intriguing. Cuban cigars cannot currently be sold in the United States, even though it is the largest premium cigar market in the world. This note provides an opportunity for a structured analysis using Porter’s five forces model and to consider several scenarios including the possible lifting of the U.S. embargo and the relaxation of Cuba‘s land ownership laws.
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| 24 pp.
| 9. Influencing the Political Environment
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| 18 pp.
| Case — Malawi Business Action Against Corruption
Author(s): Oonagh Fitzgerald; James Ng’ombe
Publication Date: 10/4/2007
Product Type: Case (Field)
Ivey ID: 9B07M037
Geographic Setting: Sub Saharian Africa Malawi Size: Not Applicable
Year of Event: 2006 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Corporate responsibility; Ethical issues; Globalization; Negotiation; Political environment; Procurement
Major Disciplines: Entrepreneurship; General Management; International
Product Description: The founding executive director of the African Institute for Corporate Citizenship (AICC), felt very tense as he typed the last revisions to the speech he would be giving to a Llongwe merchants‘ association later in the week. He really enjoyed proudly describing his initiative, “Business Action Against Corruption,” and the Business Code of Conduct for Combating Corruption in Malawi, to potential new partners. However, the founding executive director was beginning to feel concerned about its slow pace of adoption. He was particularly worried about how to manage the delicate relationship with the government.
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| 19 pp.
| Case — CHAUVCO RESOURCES LTD: THE ARGENTINA DECISIONS (ABRIDGED)
Author(s): David W. Conklin; John Knowles
Publication Date: 9/27/2001 Revision Date: 7/31/2006
Product Type: Case
Ivey ID: 9B01M014
Geographic Setting: Canada/Argentina Industry Setting: Oil & Gas Extraction Size: Large
Year of Event: 1995 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Economic Analysis; Government and Business; International Business; Investments
Major Disciplines: General Management; International
Product Description: Chauvco quickly became one of the top 30 oil companies in Canada. Rising costs and diminishing oil and gas reserves led Chauvco to consider investing in other countries. In 1992, Chauvco purchased an interest in an Argentine oil and ga
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| 21 pp.
| 10. Antitrust, Mergers, and Competition Policy
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| 10 pp.
| Case — HARMONIZATION OF COMPENSATION AND BENEFITS FOR FIRSTCARIBBEAN INTERNATIONAL BANK
Author(s): Corbin E; Punnett B
Publication Date: 4/11/2005
Product Type: Case
Ivey ID: 9B04C053
Geographic Setting: Barbados Industry Setting: Banking Size: Large organization
Year of Event: 2001 Level of Difficulty: Undergraduate/MBA
Subjects: Benefits Policy; Change Management; Compensation; Consolidations and Mergers
Functional Area: Human Resource Management
Product Description: The merger of the Caribbean holdings of Barclays Bank Plc. and the Canadian Imperial Bank of Commerce (CIBC) is going ahead, and the reality of integration of very diverse systems and procedures has to be faced. The case deals with understanding thecurrent situation in terms of existing policies and designing policies that would be acceptable to employees from both banks in the organization - FirstCaribbean International Bank - which would be created by the merger. A critical aspect of themerger is the harmonization of compensation and benefits that must be resolved as a matter of priority.This case may be taught on a stand alone basis, or in combination with any of five additional Cross-Enterprise cases that deal with various functional issues associated with the eventual merger: General Management - CIBC and Barclays: Should TheirOperations be Merged, product 9B04M067, Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032, Accounting and Finance: CIBC Barclays: Accounting for Their Merger, product 9B04B022,Marketing and Branding - FirstCaribbean International Bank: The Marketing and Branding Challenges of a Start-up, product 9B05A012, and technical note - Note on Banking in the Caribbean, product 9B05M015.
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| 24 pp.
| Case — KANZEN BERHAD: THE UNITED STATES AND ANTIDUMPING DUTIES
Lecraw DJ; Lim B
The managing director of a new Malaysian producer of stainless steel tubing received a letter from the company’s attorney in Washington, DC, informing him that the U.S. Specialty Tube Group had written to the U.S. President concerning stainless steeltubing imported into the U.S. from Korea, Taiwan, Thailand and Malaysia at dumped prices that was causing injury to the U.S. industry. For the next year, the managing director considered how he should respond to this threat, while at the same timeincreasing the company‘s exports to the U.S. so that it could meet its sales and profits goals. One year later, he was informed that a formal antidumping action had been taken against imports of stainless steel tubing from Malaysia (and othercountries). He is considering what he should do now, both to preserve the company's U.S. market and maintain alternative markets in other countries.
Ivey Number: 9A97G002
Publication Date: 10/9/1997 Revision Date: 7/5/2001
Geographic Setting: Malaysia/USA Industry Setting: Fabricated Metal Products
Company Size: Medium organization
Event Year Start: 1992
Subjects: International Trade, Political Environment, Anti-Dumping Action, International Law
Functional Area: General Management
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| V. The Corporation and the Natural Environment
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| 1 pp.
| Introduction
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| 21 pp.
| 11. Ecology and Sustainable Development in Global Business
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| 19 pp.
| Case — ROYAL DUTCH SHELL IN NIGERIA: OPERATING IN A FRAGILE STATE
Author(s): Isaiah A. Litvak
Publication Date: 3/17/2006 Revision Date: 3/3/2009
Product Type: Case
Teaching Note: 8B06M21
Ivey ID: 9B06M021
Geographic Setting: Nigeria Industry Setting: Oil & Gas Extraction Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Corporate Governance; Conflict Resolution; Pressure Groups; Corporate Responsibility
Major Disciplines: General Management; International
Product Description: Stuck in a quagmire of violence and political issues in Nigeria, Royal Dutch Shell’s challenge was to establish socially responsible business practices to enable the company to sustain and expand its operations in Nigeria and the Niger Delta in particular. A conflict resolution and public policy consultant was brought in to develop some constructive ideas on how best to address the problems Royal Dutch Shell faced in Nigeria. This case is intended to introduce students to some of the complex issues faced by multinational corporations in developing countries.
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| 23 pp.
| 12. Managing Environmental Issues
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| 5 pp.
| Case — PRO ORGANICS (A)
Author(s): Stewart Thornhill; Julie Harvey
Ivey ID: 9B05M003
Publication Date: 10/28/2005 Revision Date: 9/30/2009
Product Type: Case
Teaching Note: 8B05M03
Related Material: 7B05M003
Geographic Setting: Canada Industry Setting: Agricultural Services Size: Medium Year of Event: 1997 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Acquisitions; Expansion; Market Strategy
Major Disciplines: Entrepreneurship; General Management
Product Description: Pro Organics is a major distributor of organic fresh food. The owner is faced with the decision of broadening the company’s market and opening a second location. The owner must develop an expansion strategy to test and ensure the viability of success in the new market. The supplement Pro Organics (B), product 9B05M004 discusses how the owner must reevaluate the company‘s future direction in response to the possibility of a shrinking market and an increasing trend of industry consolidation. An 8-minute video supplement is also available, product 7B05M003.
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| 2 pp.
| Case — PRO ORGANICS (B)
Author(s): Stewart Thornhill; Julie Harvey
Ivey ID: 9B05M004
Publication Date: 10/28/2005 Revision Date: 9/30/2009
Product Type: Case
Teaching Note: 8B05M03
Related Material: 7B05M003
Geographic Setting: Canada Industry Setting: Agricultural Services Size: Medium Year of Event: 2003 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Expansion; Acquisitions; Market Strategy
Major Disciplines: Entrepreneurship; General Management
Product Description: The owner of Pro Organics, a major distributor of organic fresh food, must reevaluate the company’s future direction in response to the possibility of a shrinking market and an increasing trend of industry consolidation. This is a supplement to Pro Organics (A), product 9B05M003.
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| 12 pp.
| Case — BROAD AIR CONDITIONING AND ENVIRONMENTAL PROTECTION
Author(s): Zhi Yi He; Meng Sun; Paul W. Beamish
Publication Date: 6/24/2004 Revision Date: 5/25/2007
Product Type: Case
Ivey ID: 9B04M034
Geographic Setting: China Industry Setting: Electric & Electronic Equipment Supplies Size: Medium
Year of Event: 2002 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Sustainable development; Energy; Environment; Corporate responsibility
Major Disciplines: General Management; International
Product Description: Broad Air Conditioning is a Chinese company with a proactive environmental attitude, but suffering from deteriorating financial results. The company founder and chief executive officer must decide whether to start producing electricity powered air conditioners to improve its financial results easily or stick to its ideal and only manufacture machines powered by heat. The major theme of this case is to understand corporate social responsibility, by discussing how an enterprise can find a way to harmonize the relationship between benefitting the company and protecting the environment, especially in developing countries.
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| VI. Business and Technological Change
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| 1 pp.
| Introduction
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| 21 pp.
| 13. Technology: A Global Economic and Social Force
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| 14 pp.
| Case — Google’s Way - Don‘t Be Evil
Author(s): Pratima Bansal; Marlene Le Ber
Publication Date: 1/4/2008 Revision Date: 7/3/2008
Product Type: Case
Teaching Note: 8B07M67
Ivey ID: 9B07M067
Geographic Setting: United States Industry Setting: Business Services Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Strategic Decision Making; Business Sustainability; New Organizational Forms; Corporate Governance
Major Disciplines: General Management
Product Description: Wall Street’s darling, Google Inc., offered more than a pretty financial picture. Poverty, communicable diseases and climate change - some of the world‘s largest problems - were also key interests of Google's cofounders. By applying innovation and significant resources, Google's cofounders hoped that their efforts in these areas would one day eclipse Google itself in worldwide impact. On February 22, 2006, Google Inc. announced the appointment of an executive director of the newly created Google.org. With one per cent of Google Inc.'s equity and profit as seed money, Google.org's mandate was to address climate change, global public health, economic development and poverty. Although charity by successful entrepreneurs was not unusual, this press release signaled a new organizational form, a for-profit philanthropic company. The new executive director's task ahead was unprecedented. How could he leverage the company's for-profit status to make the biggest impact possible with the resources trusted to Google.org? What decision-making criteria should be used for strategic investments? How would he measure Google.org's success?
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| 8 pp.
| Case — Selectpower — Green Energy in Ontario
Author(s): Robert Klassen; Arif Merchant
Publication Date: 12/15/2006 Revision Date: 9/5/2007
Product Type: Case
Ivey ID: 9B06M097
Geographic Setting: Canada Industry Setting: Electric, Gas and Sanitary Services Size: Small
Year of Event: 2004 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Business development; Sustainable development; Energy; Business and society
Major Disciplines: Entrepreneurship; General Management
Product Description: As a small retailer of green energy, Selectpower was at a critical point in its growth. The chief executive officer (CEO) was developing a cohesive strategy for the firm’s multiple business units. Revenues were expected to increase significantly in the coming year; however; limited resources also were forcing the CEO to make some tough decisions about two important investment opportunities: its growing wind-derived electricity business; or the nascent geothermal business. Both options offered clear environmental benefits to customers, although the strategic value and immediate financial return to Selectpower were less clear. The CEO was also not certain to what extent Selectpower‘s strategy should emphasize environmental objectives relative to traditional financial metrics. Finally, evolving customer expectations, fluctuating energy prices, and changing government regulations further complicated planning.
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| 22 pp.
| 14. Managing Technological Challenges
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| 13 pp.
| Case — Chicken and Egg: A Study of the Poultry Genetics Industry
Author(s): Patrick F. O’Leary
Publication Date: 10/12/2006 Revision Date: 9/30/2008
Product Type: Case
Teaching Note: 8B06A22
Ivey ID: 9B06A022
Geographic Setting: United States Industry Setting: Agricultural Services Size: Medium Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Ethical Issues; Succession Planning; Industry Analysis; International Business; Cross Cultural Management; Biotechnology; Industry Globalization
Major Disciplines: Entrepreneurship; International; Marketing
Product Description: At the beginning of 2006, the president of Hy-Line International (Hy-Line), a leading producer of hybrid chicks for both the American and world egg industry was facing many challenges: his imminent retirement, the threat of the Asian bird flu, zero or negative growth in primary markets, increasing pressure from the animal rights movement and a strained relationship with Hy-Line?s German parent company. 2006 marked the end of an era for this $200 million company as it enters a period of revolutionary organizational and environmental change, the resolution of which will determine its fate for the next decades.
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| 20 pp.
| Case — Technology Adoption in Develolping Countries: The Case of Pakistan State Oil
Author(s): Fareena Sultan; David T.A. Wesley
Ivey ID: 9B06D018
Publication Date: 11/8/2006 Revision Date: 2/24/2010
Product Type: Case
Teaching Note: 8B06D18
Geographic Setting: Pakistan Industry Setting: Automotive Dealers & Gas Service Size: Large Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Developing countries; Retail marketing; Management of technology; Operations management
Major Disciplines: International; Production and Operations Management
Product Description: The managing director of Pakistan State Oil (PSO) must oversee the most significant transformation in the company’s 29-year history, from a lumbering bureaucracy-laden state enterprise to the most technologically sophisticated oil marketing company in Pakistan. The company had recently embarked on a "New Vision" marketing program, which included loyalty cards, a 24 hour toll-free customer relations line, and renovated state-of-the-art service stations replete with convenience stores and Internet kiosks. However, at the time of the case, only about one in four service stations had been renovated under the New Vision program. A more recent proposal involved automating the company‘s retail outlets by linking online tracking of fuel deliveries to retail outlets, where specially designed sensors could monitor gasoline inventory and automatically place orders when stocks were low. Retail automation would allow PSO to know its exact inventory at any given time and thereby more efficiently manage its supply chain and logistics. To keep capital expenditure costs within limits, the managing director must decide whether or not to invest in retail automation or expand the company's New Vision program. At the same time, deregulation of Pakistan's oil industry was expected to result in increased levels of competition.
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| VII. Building Relationships with Stakeholders
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| 1 pp.
| Introduction
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| 22 pp.
| 15. Stockholder Rights and Corporate Governance
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| 14 pp.
| Case — TEMBEC INC. (A): CREATING VALUE BY MANAGING STAKEHOLDER TENSION
Author(s): Pratima Bansal; Tom Ewart
Publication Date: 9/22/2005 Revision Date: 4/18/2007
Product Type: Case
Ivey ID: 9B05M051
Geographic Setting: Canada Industry Setting: Forest Industry Size: Large
Year of Event: 1998 Level of Difficulty: 4 — Undergraduate/MBA
Subjects: Stakeholder analysis; Environmental business management; Negotiation; Human resources management
Major Disciplines: General Management
Product Description: Throughout the 1990s there was increasing competition for Ontario’s forest land. The forest industry, including Tembec Inc., demanded from the Ontario government more certainty in the lands available to them. To reach a consensus on strategic land use, the government launched Lands for Life process and undertook extensive public consultations. Unfortunately the consultation process resulted in a polarization of stakeholders, and the 242 controversial recommendations threatened to spark a “war in the woods,” primarily between the forestry industry and environmentalists. Tembec‘s chief executive office foresaw this conflict and was determined to take a different course of action that would bring a real solution that would meet both the objectives of the forestry industry and environmentalists. He was cognizant that losing access to timber would have a devastating effect on his company, but confident that a consensus could be reach if a rational approach were followed. Students will learn to recognize the long-term opportunity associated with sustainability, and the short-term risks associated with ignoring it, to illustrate the opportunity for stakeholder consultation and partnerships, and to introduce the best practices on stakeholder collaboration and innovative problem solving. The supplement Tembec Inc. (B), product 9B05M052, presents the situation in 2005.
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| 13 pp.
| Case — TEMBEC INC. (B): IMPLEMENTING SOLUTIONS TO STAKEHOLDER TENSIONS
Author(s): Bansal P; Ewart T
Publication Date: 9/22/2005
Product Type: Case
Ivey ID: 9B05M052
Geographic Setting: Canada Industry Setting: Forest Industry Size: Large organization
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: Stakeholder Analysis; Employee Termination; Human Resources Management; Economic Conditions
Functional Area: General Management
Product Description: In the several years leading up to 2005, the economics of the forestry industry in eastern Canada deteriorated rapidly, undermining Tembec’s profits. These factors included high wood costs, high energy costs, an appreciating Canadian dollar withrespect to the U.S. dollar, the stiff duties imposed by the Softwood Lumber Dispute, intensifying global competition, and reduced allowable cuts in Quebec.Tembec, which had never closed a mill prior to 2005, was forced to close three mills that year. It was now facing other closures, including a mill in Saint-Raymond that was losing $1 million per month. The chief executive officer must decide how toimplement the tough decision to close the mills.This is a supplement to Tembec Inc. (A): Creating Value by Managing Stakeholder Tension, product 9B05M051.
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| 21 pp.
| 16. Consumer Protection
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| 15 pp.
| Case — Mattel and the Toy Recalls (A)
Author(s): Hari Bapuji; Paul W. Beamish
Ivey ID: 9B08M010
Publication Date: 2/21/2008 Revision Date: 12/21/2009
Product Type: Case
Teaching Note: 8B08M10
Geographic Setting: United States; China Industry Setting: Miscellaneous Manufacturing Industries Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Product Quality; Product Recall; Multinational Enterprise Stakeholders and Values; Supply Chain Management; Offshoring; Outsourcing
Major Disciplines: General Management; International; Marketing; Production and Operations Management
Product Description: On July 30, 2007 the senior executive team of Mattel under the leadership of Bob Eckert, chief executive officer, received reports that the surface paint on the Sarge Cars, made in China, contained lead in excess of U.S. federal regulations. It was certainly not good news for Mattel, which was about to recall 967,000 other Chinese-made children’s character toys because of excess lead in the paint. Not surprisingly,the decision ahead was not only about whether to recall the Sarge Cars and other toys that might be unsafe, but also how to deal with the recall situation. The (A) case details the events leading up to the recall and highlights the difficulties a multinational enterprise faces in managing global operations. Use with Ivey case 9B08M011, Mattel and the Toy Recalls (B).
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| 9 pp.
| Case — Mattel and the Toy Recalls (B)
Author(s): Hari Bapuji; Paul W. Beamish
Publication Date: 2/25/2008
Product Type: Case (Library)
Teaching Note: 8B08M10
Ivey ID: 9B08M011
Geographic Setting: United States; China Industry Setting: Miscellaneous Manufacturing Industries Size: Large Year of Event: 2007 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Product Recall; Values; Offshoring; Product Quality; Stakeholder Analysis; Supply Chain Management; Outsourcing
Major Disciplines: General Management; International; Marketing; Production and Operations Management
Product Description: On August 14, 2007, the U.S. Consumer Product Safety Commission (CPSC) in cooperation with Mattel announced five different recalls of Mattel’s toys. On September 4, Mattel announced three more recalls. Some were due to the use of lead paint, while others were due to small magnets coming loose. The (B) case outlines the handling of the recalls and its consequences, such as consumer outrage, medida scrutiny, government intervention, and the effect on China. Further, it discussess the design flaws for which large toy companies are responsible. The (B) case raises many issues, such as who Mattel‘s stakeholders are, what values Mattel followed, and whether Mattel needs to revisit its China strategy. Use with Ivey product, 9B08M010, Mattel and the Toy Recalls (A).
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| 20 pp.
| 17. The Community and the Corporation
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| 22 pp.
| 18. Employees and the Corporation
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| 7 pp.
| Case — VertiSoft Inc.: Raising the Bar
Author(s): Jeffrey Gandz
Publication Date: 1/7/2008 Revision Date: 9/18/2008
Product Type: Case
Ivey ID: 9B08C003
Geographic Setting: United States; Canada Industry Setting: Business Services Size: Medium Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Productivity; Performance Metrics; Performance Measurement; Employee Relations
Major Disciplines: Human Resource Management; International
Product Description: New metrics have been introduced to a software technical support call center operation. These metrics have revealed a wide range of performance between employees both for time taken to answer customers’ questions and the customer‘s perceived quality of service. The call center manager is wondering how to make use of these metrics. He is inclined to "go public" with them, whereas the head of human resources believes that this could be damaging to employee morale and will also make it more difficult for the company to recruit in a market experiencing labor shortages.
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| 15 pp.
| Case — ForeFront Manufacturing: Production Processes and Change Management in Mainland China
Author(s): Chris J. Piper; Nigel Goodwin
Publication Date: 10/12/2006
Product Type: Case (Field)
Ivey ID: 9B06D020
Geographic Setting: China Industry Setting: Lumber and Wood Products Size: Medium
Year of Event: 2005 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Automation; Organizational Behaviour; Production Management/Control; Bottlenecks
Major Disciplines: Production and Operations Management; Entrepreneurship; International
Product Description: ForeFront Wood Products produces high quality wooden door-sets. The company faces capacity constraints and inefficiencies resulting from its processes and culture. As a consequence, it struggles to be profitable. ForeFront’s parent company, ForeFront Holdings, plans an initial public offering in 2007. It has recently hired a new operations manager with the mandate to turn the factory around. As the operations manager begins his job he tours the manufacturing facilities to gather information on production processes and factors affecting capacity, cost and conformance. The case describes the firm‘s manufacturing and managerial processes. Many issues are described, including high costs, low yields, unreported defects and equipment that fails to operate near its rated capacity. Organizational and change management challenges, including high employee turnover, excessive use of overtime and failure of supervisors to observe or report employee errors are also described.
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| 23 pp.
| 19. Managing a Diverse Workforce
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| 16 pp.
| Case — BAX GLOBAL LIMITED: STAFF TURNOVER IN MAINLAND CHINA
Author(s): Schaan J; Goodwin N
Publication Date: 11/28/2005 Revision Date: 9/12/2005
Product Type: Case
Ivey ID: 9B05C035
Geographic Setting: China Industry Setting: Transportation Services Size: Large organization
Year of Event: 2005 Level of Difficulty: Undergraduate/MBA
Subjects: Employee Retention; Recruiting; Compensation; Human Resources Management
Functional Area: Human Resource Management
Product Description: The human resources manager for logistics and supply chain management at BAX China must consider her company’s high rate of staff turnover. In her monthly report to the managing director, the turnover had reached 12 per cent in the first eightmonths of the year. The human resources manager must evaluate the company‘s current methods of dealing with turnover and consider what additional action should be taken.Logistics was a complex and rapidly growing industry, particularly in mainland China. Many multinational and domestic service providers were entering the marketing and expanding their operations; however, these companies had to respond to complexoperational challenges and escalating customer demands. The resulting demand for skilled workers led to high turnover rates across the industry and at all organizational levels, and created margin pressure and other management challenges.The case offers a uniquely Chinese perspective on workforce recruitment, management and retention. The industry and the broader economy were growing rapidly. Skilled workers were in short supply because logistics was a new and developing disciplinein the former command economy. Also, in the human resources manager's opinion, cultural attitudes resulted in low loyalty among the workers.
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| 8 pp.
| Case — JINJIAN GARMENT FACTORY: MOTIVATING GO-SLOW WORKERS
Author(s): Huang T; Liang J; Beamish PW
Description: Jinjian Garment Factory is a large clothing manufacturer based in Shenzhen with distribution to Hong Kong and overseas. Although Shenzhen had become one of the most advanced garment manufacturing centres in the world, managers in this industry stillhad few effective ways of dealing with the collective and deliberate slow pace of work by the employees, of motivating workers, and of resolving the problem between seasonal production requirements and retention of skilled workers. However, theowner and managing director of the company must determine the reasons behind the deliberately slow pace of the workers, the pros and cons of the piecework system and the methods he could adopt to motivate the workers effectively.
Ivey Number: 9B04M033
Publication Date: 5/14/2004
Geographic Setting: China
Industry Setting: Apparel and other Finished Products
Company Size: Small organization
Event Year Start: 1999
Subjects: Productivity; Work-Force Management; Entrepreneurship; Employee Attitude
Level of Difficulty: Undergraduate/MBA
Functional Area: General Management
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| 14 pp.
| Case — GTI IN RUSSIA
Author(s): Grachev M; Smith PC; Bobina MA
Description: GTI is Global Traffic Inc., a U.S.-based sign manufacturer. The vice-president of the company is asked to recommend a human resources strategy for possible entry in the Russian market. He must develop a plan for expatriate assignment, the selectionand compensation of personnel and the training needs, as well as outline the organizational culture.
Ivey Number: 9B03C008
Publication Date: 2/27/2003
Geographic Setting: Russia
Industry Setting: Fabricated Metal Products
Company Size: Large organization
Event Year Start: 2001
Subjects: Cross Cultural Management; Expatriate Management; Compensation; Management Training
Level of Difficulty: Undergraduate/MBA
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| 20 pp.
| 20. Business and the Media
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| 24 pp.
| Case — NIKE INC.: DEVELOPING AN EFFECTIVE PUBLIC RELATIONS STRATEGY
Slaughter KE; Everatt D
It had been almost a decade since the first article surfaced in the media alleging that factories sub-contracted by Nike in China and Indonesia were forcing workers to work long hours for low pay, and for physically and verbally abusive managers.The article was the seed of a media campaign that created a public relations nightmare for the company. A financial crisis in Asia and intense competition in the domestic market contributed to a decline in Nike’s revenue and market share after threeyears of record performance. Though no direct correlation could be proven between the consumer‘s negative perceptions of Nike and the company's decline in market share and stock, it certainly did not help in their efforts to establish themselves asthe global leader in a hotly competitive industry. A linear overview of the adverse publicity that Nike received, and the perspectives of Nike senior management, demonstrates to students the importance and elements of the timely development of an effective media and consumer relations campaign.
Ivey Number: 9A99C034
Publication Date: 29/05/2000 Revision Date: 4/7/2000
Geographic Setting: US/China/Indonesia Industry Setting: Apparel and other Finished Products
Company Size: Large organization
Event Year Start: 1998
Subjects: Consumer Relations, Corporate Responsibility, Management Philosophy, Public Relations
Functional Area: Human Resource Management
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| 21 pp.
| Case — MALAYSIA’S MULTIMEDIA DEVELOPMENT CORPORATION
Author(s): David W. Conklin; Joel Thompson; Sylvie Weeks
Publication Date: 1/30/1998 Revision Date: 7/31/2006
Product Type: Case
Ivey ID: 9A98G001
Geographic Setting: Malaysia Industry Setting: Communications Industry Size: Large
Year of Event: 1997 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Government and Business; Technological Change; Environmental Change
Major Disciplines: General Management; International
Product Description: Multimedia Development Corporation was established to build and regulate the Multimedia Super Corridor (MSC) in Malaysia. As Malaysia’s traditional manufacturing advantage due to low cost labor dissipated and as the country targeted th
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| 5 pp.
| Case — MALAYSIA’S MULTIMEDIA DEVELOPMENT CORPORATION (B)
Author(s): David W. Conklin; Danielle Cadieux
Ivey ID: 9B06M057
Publication Date: 9/21/2009
Product Type: Supplement
Teaching Note: 8B06M57
Geographic Setting: Malaysia Industry Setting: Business Services Size: Large Year of Event: 1996 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: International Business; Government and Business; Business Policy
Major Disciplines: General Management; International
Product Description: For the first five years, Malaysia’s Multimedia Development Corporation (MDC) pursued its original mission and vision, seeking to create a research and design corridor (Multimedia Super Corridor - MSC) that would be at the leading edge of the new economy. However, many analysts criticized key elements of the MDC. Some analysts feared that civil servants lacked the technical capability. Others feared the MDC lacked the ability to encourage a risk-taking culture. Many pointed to the lack of entrepreneurial activity. Stan Shih concluded that there were simply not enough knowledge workers in Malaysia. By 2003, the MDC had shifted its focus to the development of labor-intensive IT-related activities at the low end of value chains, taking advantage of Malaysia‘s low costs and its geographical position as a potential Asian hub. This is a supplement to Malaysia's Multimedia Development Corporation (A), product 9A98G001.
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| Back Matter
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| 12 pp.
| Glossary
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| 5 pp.
| Bibliography
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| 5 pp.
| Name Index
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| 8 pp.
| Subject Index
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| 2008 copyright reserved |
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