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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     The CASE Association  • 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 Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Jaskiewicz i Sk-a   Add   View  8 pp.  Case Author(s): Thomas K. Tiemann; Norris W. Gunby Publication Date: Fall 2007 Revision Date: Jun-07 TCJ ID: TCJ 040102 Data Source: Personal interviews with Ja?kiewicz; correspondence with him; conversations with his son. Geographic Setting: Bia?ystok, Poland Industry Setting: Retail and wholesale grocery Event Year Start: 2000 Event Year End: 2002 Courses: Introductory management Subjects: Globalization; International management; Global diversity; Business decision-making; Regional economic blocs or comparative management Case Description: Jan Jaskiewicz was a successful small grocer in Bia?ystok, Poland, a city of about 300,000. When Poland became a capitalistic nation again in the late 1980s, Ja?kiewicz was among the early entrepreneurs. In the late 1990s, multi-national grocery chains from across Europe began building new, large stores on the outskirts of most Polish cities, including Bia?ystok. In early summer 2000, a few days before the case begins, local independent grocers had been called together by Lewiatan, a Polish wholesale grocer. Lewiatan could offer the smaller grocers the advantages of the chains: bulk buying, Lewiatan-branded goods, slotting fees, and cooperative advertising. The local grocers liked many of the benefits Lewiatan would bring, but were suspicious and wanted someone they knew to be the area representative before they would agree to join Lewiatan. They had called a second meeting to try and find someone to fill the role. Ja?kiewicz was a natural choice: he had been in both the retail and wholesale grocery business, had been in business longer than almost everyone else, and was well-respected. Jan was tempted. Not only did he want to grow his own business, he wanted other Poles to be successful business owners and felt that if he could help Lewiatan, Lewiatan could help others compete with the new, large, foreign-owned and professional   Add   View  5 pp.  Teaching Note Author(s): Thomas K. Tiemann; Norris W. Gunby Publication Date: Fall 2007 Revision Date: Jun-07 TCJ ID: TCJ 040102 Data Source: Personal interviews with Ja?kiewicz; correspondence with him; conversations with his son. Geographic Setting: Bia?ystok, Poland Industry Setting: Retail and wholesale grocery Event Year Start: 2000 Event Year End: 2002 Courses: Introductory management Subjects: Globalization; International management; Global diversity; Business decision-making; Regional economic blocs or comparative management Case Description: Jan Jaskiewicz was a successful small grocer in Bia?ystok, Poland, a city of about 300,000. When Poland became a capitalistic nation again in the late 1980s, Ja?kiewicz was among the early entrepreneurs. In the late 1990s, multi-national grocery chains from across Europe began building new, large stores on the outskirts of most Polish cities, including Bia?ystok. In early summer 2000, a few days before the case begins, local independent grocers had been called together by Lewiatan, a Polish wholesale grocer. Lewiatan could offer the smaller grocers the advantages of the chains: bulk buying, Lewiatan-branded goods, slotting fees, and cooperative advertising. The local grocers liked many of the benefits Lewiatan would bring, but were suspicious and wanted someone they knew to be the area representative before they would agree to join Lewiatan. They had called a second meeting to try and find someone to fill the role. Ja?kiewicz was a natural choice: he had been in both the retail and wholesale grocery business, had been in business longer than almost everyone else, and was well-respected. Jan was tempted. Not only did he want to grow his own business, he wanted other Poles to be successful business owners and felt that if he could help Lewiatan, Lewiatan could help others compete with the new, large, foreign-owned and professional    Poland’s LLP   Add   View  23 pp.  Case Author(s): Anil Nair; Maja Karweta Publication Date: Fall 2007 TCJ ID: TCJ 040103 Data Source: The case was developed mostly based on information obtained from secondary sources, such as industry reports, newspaper articles, company annual reports and information posted on company website. Geographic Setting: Poland Industry Setting: Apparel industry Event Year Start: 2000 Event Year End: 2006 Courses: Business Strategy and Policy, International Strategic Management Subjects: Industry analysis; Emerging market; Apparel industry; Business strategy; International strategy; Resources/capabilities Case Description: In 2005, LPP SA was one of the fastest growing firms in Poland?s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP?s business and international strategies, and its internal capabilities. The case also offers a background on the communist rule in Poland and how it led to economic malaise that sparked the strikes by Solidarity under the leadership of Lech Walesa. These strikes eventually cascaded into the demand for reforms and the collapse of the communist regime. Thus, the case tracks Poland?s transition into an ?emerging market? and the environment within which LPP developed. The case concludes by asking readers whether LPP needs to reorient its strategies and develop new capabilities to sustain its growth.   Add   View  20 pp.  Teaching Note Author(s): Anil Nair; Maja Karweta Publication Date: Fall 2007 TCJ ID: TCJ 040103 Data Source: The case was developed mostly based on information obtained from secondary sources, such as industry reports, newspaper articles, company annual reports and information posted on company website. Geographic Setting: Poland Industry Setting: Apparel industry Event Year Start: 2000 Event Year End: 2006 Subjects: Industry analysis; Emerging market; Apparel industry; Business strategy; International strategy; Resources/capabilities Case Description: In 2005, LPP SA was one of the fastest growing firms in Poland?s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP?s business and international strategies, and its internal capabilities. The case also offers a background on the communist rule in Poland and how it led to economic malaise that sparked the strikes by Solidarity under the leadership of Lech Walesa. These strikes eventually cascaded into the demand for reforms and the collapse of the communist regime. Thus, the case tracks Poland?s transition into an ?emerging market? and the environment within which LPP developed. The case concludes by asking readers whether LPP needs to reorient its strategies and develop new capabilities to sustain its growth.    The College of St. Germain Global Conference in Business and Economics, Part A   Add   View  15 pp.  Case Author(s): Joy M. Pahl; Ed Chung; Iris Jenkel; Ruth B. McKay Publication Date: Fall 2007 TCJ ID: TCJ 040104a Data Source: Field research. All names of people, location, and institutions have been disguised. Geographic Setting: Midwest - United States Industry Setting: Academic/Professional Conference Event Year Start: 1998 Event Year End: 2003 Courses: Undergraduate Management course (near the completion of the course) Subjects: Strategy Case Description: The College of St. Germain is a private, liberal arts college in the U.S. Midwest. Several faculty members developed and launched an academic business and economics conference. Despite of a lack of funding from the college, and a general apathy among other colleagues, the conference became financially self-sufficient and grew each year, with increasing attendance and submissions from many international scholars. Part A of the case focuses on the beginning, planning, and growth stages of the conference, and culminates with the successful conclusion of the third annual conference and planning for the fourth conference.   Add   View  24 pp.  Teaching Note Author(s): Joy M. Pahl; Ed Chung; Iris Jenkel; Ruth B. McKay Publication Date: Fall 2007 TCJ ID: TCJ 040104a Data Source: Field research. All names of people, location, and institutions have been disguised. Geographic Setting: Midwest - United States Industry Setting: Academic/Professional Conference Event Year Start: 1998 Event Year End: 2003 Courses: Undergraduate Management course (near the completion of the course) Subjects: Strategy Case Description: The College of St. Germain is a private, liberal arts college in the U.S. Midwest. Several faculty members developed and launched an academic business and economics conference. Despite of a lack of funding from the college, and a general apathy among other colleagues, the conference became financially self-sufficient and grew each year, with increasing attendance and submissions from many international scholars. Part A of the case focuses on the beginning, planning, and growth stages of the conference, and culminates with the successful conclusion of the third annual conference and planning for the fourth conference.    Professor Moore Teaches a Class with Cases   Add   View  31 pp.  Case Author(s): Herbert Sherman; Gina Vega Publication Date: Fall 2007 TCJ ID: TCJ 040106 Data Source: Personal experience Courses: Case writing workshops Subjects: Case teaching Case Description: This is the fourth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case teachers and learns many different approaches to use in the classroom. The article is written as if it were a case; it is fictitious.    REINVENTING THE CONGREGATION OF THE BLESSED VIRGIN MARY   Add   View  17 pp.  Case Author(s): GINA VEGA; PATRICK PRIMEAUX Publication Date: Fall 2007 TCJ ID: TCJ 040105 Data Source: PERSONAL INTERVIEWS AND PARTICIPATION IN GROUP ACTIVITIES OF THE ANONYMOUS ORDER Geographic Setting: U.S.A. Industry Setting: Religious Institution Event Year Start: 2004 Event Year End: 2005 Courses: organizational behavior, dynamics, theory AND DESIGN Subjects: Organizational structure; Conflict; Culture Case Description: The Congregation of the Blessed Virgin Mary (CBVM), a Catholic order founded in the early 1800s, was faced with a series of strategic concerns, including an aging clerical population, a changing laity, reduced finances, very limited vocations, and an evolving mission. Some of these concerns faced the Catholic Church in America as a whole (including sexual abuse, not discussed in this case) and several of these issues were also facing the Catholic Church worldwide. The serious matters facing them were threatening the continued viability of the order in America, and the guidance they were receiving from Rome ? instruction to decide which of three suggested models for restructuring they would adopt ? seemed to back them into a corner, requiring selection from among several strategies not devised by their membership and commitment to the selected strategy going forward. Change was necessary, but one of the major concerns of the order was that it remain consistent with its stated mission while adapting to a new environment and "operating system." Their decisions were driven by Rome, but the decisions were not made by Rome; the CBVM was as autonomous in its decision-making as any decentralized international organization.   Add   View  10 pp.  Teaching Note Author(s): GINA VEGA; PATRICK PRIMEAUX Publication Date: Fall 2007 TCJ ID: TCJ 040105 Data Source: PERSONAL INTERVIEWS AND PARTICIPATION IN GROUP ACTIVITIES OF THE ANONYMOUS ORDER Geographic Setting: U.S.A. Industry Setting: Religious Institution Event Year Start: 2004 Event Year End: 2005 Courses: organizational behavior, dynamics, theory AND DESIGN Subjects: Organizational structure; Conflict; Culture Case Description: The Congregation of the Blessed Virgin Mary (CBVM), a Catholic order founded in the early 1800s, was faced with a series of strategic concerns, including an aging clerical population, a changing laity, reduced finances, very limited vocations, and an evolving mission. Some of these concerns faced the Catholic Church in America as a whole (including sexual abuse, not discussed in this case) and several of these issues were also facing the Catholic Church worldwide. The serious matters facing them were threatening the continued viability of the order in America, and the guidance they were receiving from Rome ? instruction to decide which of three suggested models for restructuring they would adopt ? seemed to back them into a corner, requiring selection from among several strategies not devised by their membership and commitment to the selected strategy going forward. Change was necessary, but one of the major concerns of the order was that it remain consistent with its stated mission while adapting to a new environment and "operating system." Their decisions were driven by Rome, but the decisions were not made by Rome; the CBVM was as autonomous in its decision-making as any decentralized international organization.    The College of St. Germain Global Conference in Business and Economics, Part B   Add   View  7 pp.  Case Author(s): Joy M. Pahl; Ed Chung; Iris Jenkel; Ruth B. McKay Publication Date: Fall 2007 TCJ ID: TCJ 040104b Data Source: Field research. All names of people, location, and institutions have been disguised. Geographic Setting: Midwest - United States Industry Setting: Academic/Professional Conference Event Year Start: 1998 Event Year End: 2003 Courses: Undergraduate Management course (near the completion of the course) Subjects: Strategy Case Description: The College of St. Germain is a private, liberal arts college in the U.S. Midwest. Several faculty members developed and launched an academic business and economics conference. Despite of a lack of funding from the college, and a general apathy among other colleagues, the conference became financially self-sufficient and grew each year, with increasing attendance and submissions from many international scholars. Part B focuses on the fourth and fifth conferences, and concludes with the surprising cancellation of the sixth annual conference. The case highlights the challenges and accomplishments of the conference chairpersons and the organizing committee, as well as management, marketing, and leadership factors that contributed to the ultimate demise of the conference.   Add   View  24 pp.  Teaching Note Author(s): Joy M. Pahl; Ed Chung; Iris Jenkel; Ruth B. McKay Publication Date: Fall 2007 TCJ ID: TCJ 040104b Data Source: Field research. All names of people, location, and institutions have been disguised. Geographic Setting: Midwest - United States Industry Setting: Academic/Professional Conference Event Year Start: 1998 Event Year End: 2003 Courses: Undergraduate Management course (near the completion of the course) Subjects: Strategy Case Description: The College of St. Germain is a private, liberal arts college in the U.S. Midwest. Several faculty members developed and launched an academic business and economics conference. Despite of a lack of funding from the college, and a general apathy among other colleagues, the conference became financially self-sufficient and grew each year, with increasing attendance and submissions from many international scholars. Part B focuses on the fourth and fifth conferences, and concludes with the surprising cancellation of the sixth annual conference. The case highlights the challenges and accomplishments of the conference chairpersons and the organizing committee, as well as management, marketing, and leadership factors that contributed to the ultimate demise of the conference.    The Death of a Salesman Revisited: Part A   Add   View  12 pp.  Case Author(s): Herbert Sherman; Daniel J. Rowley Publication Date: Spring 2008 TCJ ID: TCJ 040202a Data Source: field and telephone interviews, email communications, secondary sources Geographic Setting: Kentucky, U.S.A. Industry Setting: Residential real estate Event Year Start: 2005 Event Year End: 2006 Courses: Career planning, sales management, human resource management, salesmanship, and organizational behavior. Subjects: Recruitment; Placement; Training; And compensation Case Description: Derived from field and telephone interviews, e-mail communications, and secondary sources, this two part case describes how Gerald Mahoney, a shoes salesman in a Foley's Department store, is faced with a problem - Macy's has bought out the Foley's chain and, in doing so, has upscale the product line of shoes and altered his commission-based compensation system. These changes have resulted in less sales for Mr. Mahoney and therein lower commission - a difficult situation since he, his wife, and his daughter were barely getting by on his currently salary. Part A of the case describes an opportunity that presents itself to Mr. Mahoney; to leave his current job with a guaranteed low salary with possible additional income from commissions for a job selling residential homes which becomes purely commission-based to start with after three months of a salary plus commission pay that includes job training.   Add   View  44 pp.  Teaching Note Author(s): Herbert Sherman; Daniel J. Rowley Publication Date: Spring 2008 TCJ ID: TCJ 040202a Data Source: field and telephone interviews, email communications, secondary sources Geographic Setting: Kentucky, U.S.A. Industry Setting: Residential real estate Event Year Start: 2005 Event Year End: 2006 Courses: Career planning, sales management, human resource management, salesmanship, and organizational behavior. Subjects: Recruitment; Placement; Training; Compensation Case Description: Derived from field and telephone interviews, e-mail communications, and secondary sources, this two part case describes how Gerald Mahoney, a shoes salesman in a Foley's Department store, is faced with a problem - Macy's has bought out the Foley's chain and, in doing so, has upscale the product line of shoes and altered his commission-based compensation system. These changes have resulted in less sales for Mr. Mahoney and therein lower commission - a difficult situation since he, his wife, and his daughter were barely getting by on his currently salary. Part A of the case describes an opportunity that presents itself to Mr. Mahoney; to leave his current job with a guaranteed low salary with possible additional income from commissions for a job selling residential homes which becomes purely commission-based to start with after three months of a salary plus commission pay that includes job training.    Sally’s Dilemma: Making Tough Choices in Collaborative Visioning   Add   View  18 pp.  Case Author(s): Karl A. Hickerson; David J. O'Connell; Arun Pillutla Publication Date: Spring 2008 Revision Date: Feb. 12. 2008 TCJ ID: TCJ 040201 Data Source: Vision, visioning, leadership, large group process, OD, organizational development, organizational change, leader-driven change, organizational commitment Geographic Setting: Midwestern U.S. Industry Setting: Academic institution Event Year Start: 1999 Event Year End: 2000 Courses: Organizational Behavior, Leadership, Organizational Development Subjects: Leader-driven change; Visioning; Large group process; Organizational development and change Case Description: This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes place at a point roughly halfway through the process. The protagonist, Sally, is the project coordinator. At this point in the process, the participants have collectively invested hundreds of hours in the creation of widely diverse ideas for the future of the university. Her dilemma is the challenge of maintaining the commitment and support of the participants as the vision is reduced to a much shorter and more focused statement. The case is based on archival data and interviews with 40 of the 300+ participants who were engaged in the process, including Sally, steering committee members, faculty, staff, and outside stakeholders (alumni and members of the board of directors). The Instructor's Manual provides key questions for future large group process consultants, OD professionals and students of organizational behavior and leadership, including references from the OD and visioning literature. An Epilogue provides the actual decision at the time of the challenge and its rationale.   Add   View  21 pp.  Teaching Note Author(s): Karl A. Hickerson; David J. O'Connell; Arun Pillutla Publication Date: Spring 2008 Revision Date: Feb. 12. 2008 TCJ ID: TCJ 040201 Data Source: Vision, visioning, leadership, large group process, OD, organizational development, organizational change, leader-driven change, organizational commitment Geographic Setting: Midwestern U.S. Industry Setting: Academic institution Event Year Start: 1999 Event Year End: 2000 Courses: Organizational Behavior, Leadership, Organizational Development Subjects: Leader-driven change; Visioning; Large group process; Organizational development and change Case Description: This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes place at a point roughly halfway through the process. The protagonist, Sally, is the project coordinator. At this point in the process, the participants have collectively invested hundreds of hours in the creation of widely diverse ideas for the future of the university. Her dilemma is the challenge of maintaining the commitment and support of the participants as the vision is reduced to a much shorter and more focused statement. The case is based on archival data and interviews with 40 of the 300+ participants who were engaged in the process, including Sally, steering committee members, faculty, staff, and outside stakeholders (alumni and members of the board of directors). The Instructor's Manual provides key questions for future large group process consultants, OD professionals and students of organizational behavior and leadership, including references from the OD and visioning literature. An Epilogue provides the actual decision at the time of the challenge and its rationale.    Professor Moore Looks for a Better Way to Grade   Add   View  32 pp.  Case Author(s): Thomas C. Leach; Gina Vega; Herbert Sherman Publication Date: Fall 2008 TCJ ID: TCJ 050102 Data Source: Secondary research was used with references listed at the end of the case. Industry Setting: Academic....College Event Year Start: 2008 Event Year End: 2008 Subjects: Case research; Writing and teaching Case Description: The case is a continuation of the series of articles, written in the form of a case, that focus upon various issues relating to case research, writing and teaching with cases. In this article Professor Moore and the other fictitious characters, confront the difficulties that he had experienced grading student case analyses. In discussing the situation with his department chair Gloria Gorham he learns much about the origins of grading and the various methods of evaluating student work. At a later date other colleagues, Chris Anderson and Dave Berger, are brought into the discussion expressing their views and providing rubrics for use in grading student case analyses.    Ann Taylor: Survival in Specialty Retail   Add   View  26 pp.  Case Author(s): Pauline Assenza; Alan B. Eisner; Jerome C. Kuperman Publication Date: Spring 2009 Revision Date: none TCJ ID: TCJ 050202 Data Source: library research Geographic Setting: USA Industry Setting: specialty retail Event Year Start: 2004 Event Year End: 2008 Subjects: Strategic management; Strategic analysis; Strategy formulation; Generic strategies; External environmental analysis; Corporate strategy; Marketing strategy; Branding Case Description: Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual, cost-conscious consumer. Under Kay Krill's leadership, the division began to outperform the original flagship. When Krill was promoted to President/CEO of Ann Taylor Stores Corporation in 2005, she was challenged with rebuilding the Ann Taylor brand — (i.e., meeting the “wardrobing needs of the updated classic consumer”) while maintaining the image and market share of LOFT. By mid-2008, an additional problem appeared: the macroeconomic climate was posing considerable uncertainty, especially for retail businesses. Krill was firmly committed to long-term growth. However, given the 2008 situation, what could she do to unleash what she believed was the firm's “significant untapped potential”?   Add   View  36 pp.  Teaching Note Author(s): Pauline Assenza; Alan B. Eisner; Jerome C. Kuperman Publication Date: Spring 2009 Revision Date: none TCJ ID: TCJ 050202 Data Source: library research Geographic Setting: USA Industry Setting: specialty retail Event Year Start: 2004 Event Year End: 2008 Subjects: Strategic management; Strategic analysis; Strategy formulation; Generic strategies; External environmental analysis; Corporate strategy; Marketing strategy; Branding Case Description: Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual, cost-conscious consumer. Under Kay Krill's leadership, the division began to outperform the original flagship. When Krill was promoted to President/CEO of Ann Taylor Stores Corporation in 2005, she was challenged with rebuilding the Ann Taylor brand — (i.e., meeting the “wardrobing needs of the updated classic consumer”) while maintaining the image and market share of LOFT. By mid-2008, an additional problem appeared: the macroeconomic climate was posing considerable uncertainty, especially for retail businesses. Krill was firmly committed to long-term growth. However, given the 2008 situation, what could she do to unleash what she believed was the firm's “significant untapped potential”?    ER Medical Director   Add   View  6 pp.  Case Author(s): Charles M. Carson; Jennings B. Marshall Publication Date: Spring 2009 Revision Date: multiple TCJ ID: TCJ 050201 Data Source: Dr. Frazier (disguise) provided all information as a first hand, primary source. Geographic Setting: southeast US Industry Setting: Medical/ Health Care Subjects: Likert scale; Sample size; Bias; Error; Performance evaluations; Compensation / bonus Case Description: Dr. Lawrence Frazier was an emergency room physician who was an employee of Honore Staffing Services of Baton Rouge, Louisiana. He worked at Methodist Health System hospital in Grant, Georgia. He had recently added the title of ER Medical Director and served as liaison between Honore staffing and the Methodist hospital. His additional duties included overseeing the other physicians which staff the emergency room. Methodist had a bonus system in place based on obtaining 31 patients' satisfaction surveys each month. Dr. Frazier believed that the small sample lead to erroneous results and created problems for the physicians under his supervision. He wanted to change the data collection process (e.g. sample size collected, instrument), but encountered obstacles when he broached the subject with his hospital administrators.   Add   View  14 pp.  Teaching Note Author(s): Charles M. Carson; Jennings B. Marshall Publication Date: Spring 2009 Revision Date: multiple TCJ ID: TCJ 050201 Data Source: Dr. Frazier (disguise) provided all information as a first hand, primary source. Geographic Setting: southeast US Industry Setting: Medical/ Health Care Subjects: Likert scale; Sample size; Bias; Error; Performance evaluations; Compensation / bonus Case Description: Dr. Lawrence Frazier was an emergency room physician who was an employee of Honore Staffing Services of Baton Rouge, Louisiana. He worked at Methodist Health System hospital in Grant, Georgia. He had recently added the title of ER Medical Director and served as liaison between Honore staffing and the Methodist hospital. His additional duties included overseeing the other physicians which staff the emergency room. Methodist had a bonus system in place based on obtaining 31 patients' satisfaction surveys each month. Dr. Frazier believed that the small sample lead to erroneous results and created problems for the physicians under his supervision. He wanted to change the data collection process (e.g. sample size collected, instrument), but encountered obstacles when he broached the subject with his hospital administrators.    Creative Collaboration at Lintell Scientific   Add   View  10 pp.  Case Author(s): Laurie L. Levesque; Denise M. Rousseau; Violet T. Ho Publication Date: Fall 2008 TCJ ID: TCJ 050105 Data Source: interviews, observation, company documents Geographic Setting: U.S., near northern City Industry Setting: medical devices Event Year Start: 1999 Event Year End: 2000 Subjects: Organizational design; Culture; Communication; Psychological contracts Case Description: Kevin McRider, the COO of a fledging research facility, needed to foster an environment where scientists explored the boundaries of the metals, chemicals, polymers and tools used to create innovating medical devices. The freshly-minted PhDs he hired were enthusiastic to design and conduct research projects that bridged their scientific disciplines, in a collaborative workplace, with time allocated to individual projects as well. Effectively managed, their research would help the parent corporation leapfrog over existing or near-future technology. The problem for McRider was how to get Lintell to realize his vision of a collaborative organizational culture that promoted revolutionary scientific discoveries. His challenges included managerial behaviors that prohibited critical interaction and information sharing, as well as disruptive organizational dynamics he himself had set in motion including pressures to focus only on certain research goals and projects at the expense of creative exploration, and the violation of the psychological contracts McRider himself had created with the scientists during recruitment.   Add   View  14 pp.  Teaching Note Author(s): Laurie L. Levesque; Denise M. Rousseau; Violet T. Ho Publication Date: Fall 2008 TCJ ID: TCJ 050105 Data Source: interviews, observation, company documents Geographic Setting: U.S., near northern City Industry Setting: medical devices Event Year Start: 1999 Event Year End: 2000 Subjects: Organizational design; Culture; Communication; Psychological contracts Case Description: Kevin McRider, the COO of a fledging research facility, needed to foster an environment where scientists explored the boundaries of the metals, chemicals, polymers and tools used to create innovating medical devices. The freshly-minted PhDs he hired were enthusiastic to design and conduct research projects that bridged their scientific disciplines, in a collaborative workplace, with time allocated to individual projects as well. Effectively managed, their research would help the parent corporation leapfrog over existing or near-future technology. The problem for McRider was how to get Lintell to realize his vision of a collaborative organizational culture that promoted revolutionary scientific discoveries. His challenges included managerial behaviors that prohibited critical interaction and information sharing, as well as disruptive organizational dynamics he himself had set in motion including pressures to focus only on certain research goals and projects at the expense of creative exploration, and the violation of the psychological contracts McRider himself had created with the scientists during recruitment.    The Frozen Production Line   Add   View  4 pp.  Case Author(s): Anton Massman; Elaine Davis; Janell M. Kurtz Publication Date: Spring 2008 TCJ ID: TCJ 040204 Data Source: secondary sources Geographic Setting: St. Cloud, Minnesota, USA Industry Setting: Manufacturing Event Year Start: 2002 Event Year End: 2003 Courses: Legal Environment of Business, Business Law, Introduction to Management, Human Resource Management, Organizational Behavior, and Business, Government and Society. Subjects: Employment; Diversity Case Description: Workforce diversity is a reality and offers many benefits to business. Nevertheless, managing diversity poses numerous challenges. This case involves religious diversity, focusing on employers' legal duty to accommodate religious practices. In the case, the assembly line at Electrolux's Frigidaire plant in St. Cloud, Minnesota hummed with activity when suddenly a group of Somali workers walked off the line. The Somali employees were new immigrants and introduced cultural and religious customs which were for the most part unfamiliar to management. The employees were Muslim and left the work stations to observe sunset prayers, one of the five daily prayers central to the Islamic faith. The management dilemma presented in the case is balancing the demands of assembly line production with the religious requirements of Muslim workers in a legal and effective manner. There is a substantial epilogue detailing Electrolux response to the situation which can be used as the basis for further class discussion. To help guide this dialogue, a “mini-instructors manual” follows the epilogue.   Add   View  14 pp.  Teaching Note Author(s): Anton Massman; Elaine Davis; Janell M. Kurtz Publication Date: Spring 2008 TCJ ID: TCJ 040204 Data Source: secondary sources Geographic Setting: St. Cloud, Minnesota, USA Industry Setting: Manufacturing Event Year Start: 2002 Event Year End: 2003 Courses: Legal Environment of Business, Business Law, Introduction to Management, Human Resource Management, Organizational Behavior, and Business, Government and Society. Subjects: Employment; Diversity Case Description: Workforce diversity is a reality and offers many benefits to business. Nevertheless, managing diversity poses numerous challenges. This case involves religious diversity, focusing on employers' legal duty to accommodate religious practices. In the case, the assembly line at Electrolux's Frigidaire plant in St. Cloud, Minnesota hummed with activity when suddenly a group of Somali workers walked off the line. The Somali employees were new immigrants and introduced cultural and religious customs which were for the most part unfamiliar to management. The employees were Muslim and left the work stations to observe sunset prayers, one of the five daily prayers central to the Islamic faith. The management dilemma presented in the case is balancing the demands of assembly line production with the religious requirements of Muslim workers in a legal and effective manner. There is a substantial epilogue detailing Electrolux response to the situation which can be used as the basis for further class discussion. To help guide this dialogue, a “mini-instructors manual” follows the epilogue.    Customer Service at the Jewish Community Center   Add   View  9 pp.  Case Author(s): Edward Desmarais; Sandra Sheckman; Gina Vega Publication Date: Spring 2008 Revision Date: Winter 2008 TCJ ID: TCJ 040203 Data Source: field research, personal experience Geographic Setting: USA Industry Setting: non-profit, Jewish Community Center Event Year Start: 2005 Event Year End: 2006 Courses: Management Subjects: Customer service; HRM policies; Communications Case Description: Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in order to meet external environmental opportunities and threats or to address internal competencies and competitive capabilities. Changes in the external environment were exacerbating the JCC's internal deficiencies. In addition, the Board created impediments to the professional staff's efforts to implement good managerial practices and policies. The current management team was acutely aware of the changes in the external environment, how these changes impacted the JCC's operations and what the JCC needed to do in order to meet these challenges. The management team was frustrated by a Board that did not provide leadership, fulfill their responsibilities, hold each other accountable and undermined management by intervening in day-to-day operations. The staff was passively hostile to the Board and to the management team. As consumers, the members' expectations were higher and more demanding. Doris and her management team had to resolve a myriad of strategic and operational issues that confronted the organization.   Add   View  27 pp.  Teaching Note Author(s): Edward Desmarais; Sandra Sheckman; Gina Vega Publication Date: Spring 2008 Revision Date: Winter 2008 TCJ ID: TCJ 040203 Data Source: field research, personal experience Geographic Setting: USA Industry Setting: non-profit, Jewish Community Center Event Year Start: 2005 Event Year End: 2006 Courses: Management Subjects: Customer service; HRM policies; Communications Case Description: Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in order to meet external environmental opportunities and threats or to address internal competencies and competitive capabilities. Changes in the external environment were exacerbating the JCC's internal deficiencies. In addition, the Board created impediments to the professional staff's efforts to implement good managerial practices and policies. The current management team was acutely aware of the changes in the external environment, how these changes impacted the JCC's operations and what the JCC needed to do in order to meet these challenges. The management team was frustrated by a Board that did not provide leadership, fulfill their responsibilities, hold each other accountable and undermined management by intervening in day-to-day operations. The staff was passively hostile to the Board and to the management team. As consumers, the members' expectations were higher and more demanding. Doris and her management team had to resolve a myriad of strategic and operational issues that confronted the organization.    Deaf in the Family: The Pursuit of a Business Venture with Uncertain Profit Potential   Add   View  23 pp.  Case Author(s): Rosenberg, Duncan Publication Date: Fall 2009 TCJ ID: TCJ 060103 Data Source: Personal interviews Geographic Setting: New York City Industry Setting: Music industry Event Year Start: 2007 Event Year End: 2007 Subjects: Decision-Making under uncertainty; Commercial value vs. artistic value Case Description: Josh Brochhausen and Adam Podrat, as partners in The Resource, wrote commercial music for the ads of several companies. They were innovators in the recording studio, and their music appealed to young consumers. Josh and Adam also had become involved in producing records for hip hop artists. They undertook a project called Deaf in the Family, which was a full length album featuring artists from the hip hop underground. The record was well received among music critics from the underground press, but the project made no money because Josh and Adam did not have the financing to secure the appropriate clearances for the right to use samples from existing songs. Their problem centered on the uncertainty of financial success in producing hip hop records, which was their passion, and deciding whether to devote energy and resources toward it, and away from making commercial music, which was their livelihood.    Ken Roberts: Master Mechanic   Add   View  7 pp.  Case Author(s): LaBay, Duncan Publication Date: Fall 2009 Revision Date: 24-Nov-09 TCJ ID: TCJ 060102 Data Source: Field researched case with business owner Geographic Setting: Newburyport, MA Industry Setting: Automotive service Event Year Start: 2006 Event Year End: 2006 Subjects: Services marketing; GAP analysis; Customer satisfaction Case Description: Ken Roberts, the owner of an independent automotive repair business in small coastal city in New England, arrived early for the workweek to discover an unscheduled and unknown vehicle awaiting repair in the driveway. Ken needed to develop a tactical plan for dealing with the owner and the potential repair of the vehicle, mindful of his reputation as one of the best independent shops in the area. As a service marketer, beyond providing competent repair work, he knew that word of mouth was crucial to his business's continued success. Students are challenged to evaluate this situation and provide recommendations within the context of the marketing of services.   Add   View  6 pp.  Teaching Note Author(s): LaBay, Duncan Publication Date: Fall 2009 Revision Date: 24-Nov-09 TCJ ID: TCJ 060102 Data Source: Field researched case with business owner Geographic Setting: Newburyport, MA Industry Setting: Automotive service Event Year Start: 2006 Event Year End: 2006 Subjects: Services marketing; GAP analysis; Customer satisfaction Case Description: Ken Roberts, the owner of an independent automotive repair business in small coastal city in New England, arrived early for the workweek to discover an unscheduled and unknown vehicle awaiting repair in the driveway. Ken needed to develop a tactical plan for dealing with the owner and the potential repair of the vehicle, mindful of his reputation as one of the best independent shops in the area. As a service marketer, beyond providing competent repair work, he knew that word of mouth was crucial to his business's continued success. Students are challenged to evaluate this situation and provide recommendations within the context of the marketing of services.    Financial Reporting for Investments: The Case of National General Insurance Company   Add   View  12 pp.  Case Author(s): Kenton Swift; Mel McFetridge Publication Date: Spring 2009 TCJ ID: TCJ 050208 Data Source: Data is taken from the 2006 annual report for National General Insurance. The Company's annual report is publicly available. It can be obtained from the Company's website, or from the securities regulator website in the United Arab Emirates, t Geographic Setting: Dubai, The United Arab Emirates Industry Setting: Insurance Event Year Start: 2005 Event Year End: 2006 Subjects: Financial accounting; International financial reporting standards; Accounting for investments; Fair value accounting Case Description: The financial statements of public companies located in the United Arab Emirates provide excellent examples of the impact that reporting investments at fair value can have on net income. This is because of the wide fluctuations in securities prices and real estate prices in recent years. Using an actual company, National General Insurance, which is located in Dubai in the United Arab Emirates, this case provides examples of the impact of fair value accounting for investments under International Financial Reporting standards (IFRS), for both securities and property investments. As US financial reporting moves towards harmonization with IFRS, it is critical to understand how reporting for investments under US Generally Accepted Accounting Principles (US GAAP) compares with international reporting standards. Specific learning objectives include gaining an understanding of the reporting requirements for investments under IFRS, understanding the difference between reporting requirements for investments under US GAAP and IFRS, and understanding both the positive and negative impacts on reported net income from using fair values for reporting investments.   Add   View  12 pp.  Teaching Note Author(s): Kenton Swift; Mel McFetridge Publication Date: Spring 2009 TCJ ID: TCJ 050208 Data Source: Data is taken from the 2006 annual report for National General Insurance. The Company's annual report is publicly available. It can be obtained from the Company's website, or from the securities regulator website in the United Arab Emirates, t Geographic Setting: Dubai, The United Arab Emirates Industry Setting: Insurance Event Year Start: 2005 Event Year End: 2006 Subjects: Financial accounting; International financial reporting standards; Accounting for investments; Fair value accounting Case Description: The financial statements of public companies located in the United Arab Emirates provide excellent examples of the impact that reporting investments at fair value can have on net income. This is because of the wide fluctuations in securities prices and real estate prices in recent years. Using an actual company, National General Insurance, which is located in Dubai in the United Arab Emirates, this case provides examples of the impact of fair value accounting for investments under International Financial Reporting standards (IFRS), for both securities and property investments. As US financial reporting moves towards harmonization with IFRS, it is critical to understand how reporting for investments under US Generally Accepted Accounting Principles (US GAAP) compares with international reporting standards. Specific learning objectives include gaining an understanding of the reporting requirements for investments under IFRS, understanding the difference between reporting requirements for investments under US GAAP and IFRS, and understanding both the positive and negative impacts on reported net income from using fair values for reporting investments.    Kija Kim and Harvard Design and Mapping   Add   View  15 pp.  Case Author(s): Lynda L. Moore; Bonita L. Betters-Reed Publication Date: Spring 2009 TCJ ID: TCJ 050203 Data Source: Interviews, direct observation, published and web sources Geographic Setting: Cambridge, MA and Washington D.C. Industry Setting: Gis Event Year Start: 1988 Event Year End: 2005 Subjects: Leadership; Women's leadership; Cultural diversity Case Description: This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and 35 employees in their Cambridge, MA and Washington D.C. offices. Through Kija Kim's leadership, HDM has become a significant niche player in homeland security and disaster relief. The case ends in fall 2005 just after HDM provided Hurricane Katrina mapping support, and Kija is nominated for the SBA Small Business Person of the Year. This case explores the intersection between cultural heritage, leadership effectiveness and organizational behavior. It particularly notes Kija's ability to turn her immigrant female minority status into a business advantage. This strength coupled with her ethos of care and ability to network in all walks of her life contributes to her distinctive and integrated leadership style. Definitions of leadership success and implications for decision making are also highlighted.   Add   View  27 pp.  Teaching Note Author(s): Lynda L. Moore; Bonita L. Betters-Reed Publication Date: Spring 2009 TCJ ID: TCJ 050203 Data Source: Interviews, direct observation, published and web sources Geographic Setting: Cambridge, MA and Washington D.C. Industry Setting: Gis Event Year Start: 1988 Event Year End: 2005 Subjects: Leadership; Women's leadership; Cultural diversity Case Description: This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and 35 employees in their Cambridge, MA and Washington D.C. offices. Through Kija Kim's leadership, HDM has become a significant niche player in homeland security and disaster relief. The case ends in fall 2005 just after HDM provided Hurricane Katrina mapping support, and Kija is nominated for the SBA Small Business Person of the Year. This case explores the intersection between cultural heritage, leadership effectiveness and organizational behavior. It particularly notes Kija's ability to turn her immigrant female minority status into a business advantage. This strength coupled with her ethos of care and ability to network in all walks of her life contributes to her distinctive and integrated leadership style. Definitions of leadership success and implications for decision making are also highlighted.    Privatization in the Last Frontier   Add   View  20 pp.  Case Author(s): LeAnn Beaty Publication Date: Spring 2010 TCJ ID: TCJ 060205 Geographic Setting: Alaska Industry Setting: Government: Corrections Event Year Start: 1981 Event Year End: 2007 Subjects: Privatization; Corrections; Private prisons; Contracting out; Ethics; Public choice theory Case Description: For 28 years Alaska, like the vast majority of the nation, has struggled with growing prison populations and shrinking budgets. In 1995, the Alaska Department of Corrections, faced with sanctions unless they ameliorated their crowded prison conditions, looked to the popular practice of contracting out its correctional operations by sending 650 prisoners to a private out-of-state prison. But, as the costs of prisoner litigation and transportation mounted, the state began to consider building its own private prison, a decision which many state lawmakers and business entrepreneurs argued would allow the state to stretch scarce dollars by providing cheaper and better quality prisons, return millions of dollars to the state economy, and create permanent jobs. In this decision case, students are required to put themselves in the role of the Alaska Legislature to determine whether they should permit the building and operation of a private prison in one of Alaska's remote communities. The students must analyze and juggle the complex and often competing set of objectives, values, and political tensions intrinsic to all privatization decisions.   Add   View  11 pp.  Teaching Note Author(s): LeAnn Beaty Publication Date: Spring 2010 TCJ ID: TCJ 060205 Geographic Setting: Alaska Industry Setting: Government: Corrections Event Year Start: 1981 Event Year End: 2007 Subjects: Privatization; Corrections; Private prisons; Contracting out; Ethics; Public choice theory Case Description: For 28 years Alaska, like the vast majority of the nation, has struggled with growing prison populations and shrinking budgets. In 1995, the Alaska Department of Corrections, faced with sanctions unless they ameliorated their crowded prison conditions, looked to the popular practice of contracting out its correctional operations by sending 650 prisoners to a private out-of-state prison. But, as the costs of prisoner litigation and transportation mounted, the state began to consider building its own private prison, a decision which many state lawmakers and business entrepreneurs argued would allow the state to stretch scarce dollars by providing cheaper and better quality prisons, return millions of dollars to the state economy, and create permanent jobs. In this decision case, students are required to put themselves in the role of the Alaska Legislature to determine whether they should permit the building and operation of a private prison in one of Alaska's remote communities. The students must analyze and juggle the complex and often competing set of objectives, values, and political tensions intrinsic to all privatization decisions.    Philosopher’s Wool Co.: SME Sustainable Supply Chain Management in the Global Economy   Add   View  12 pp.  Case Author(s): Miriam F. Weismann Publication Date: Spring 2010 TCJ ID: TCJ 060204 Geographic Setting: Ontario, CANADA Industry Setting: SME woolen producer and products manufacturer Event Year Start: 1985 Event Year End: 2009 Subjects: Sustainability; Social entrepreneurship; Vertical supply chain management; By-product cost transformed into profit Case Description: Small to medium-sized enterprises, SMEs, play a critical role in the global economy. They comprise 90% of the global firm population and employ more than 50% of the labor force in the private sector. This case study examines issues related to sustainable supply chain management and social entrepreneurship in the SME context. Being small does matter and the efficiencies of small to medium-sized companies struggling for competitive advantage in the global marketplace warrants consideration. Philosopher's Wool Co., located in Inverhuron, Ontario, Canada, is a woolen producer and woolens product manufacturer that partners with other Ontario wool producers and American wool processors and distributors. Its sustainable vertical supply chain system increased local woolen farmers' revenues contrary to the “conventional” price wisdom in the Canadian woolen industry and turned by-product cost into profitable end use. It also effected social change in its local business community and in global customer relations through resource efficiency and socially responsible employee and consumer policies. However, the struggle to maintain a foreign distribution network and remain competitive and profitable was problematic. Students are challenged to solve the problems of an SME operating in a global economy.   Add   View  10 pp.  Teaching Note Author(s): Miriam F. Weismann Publication Date: Spring 2010 TCJ ID: TCJ 060204 Geographic Setting: Ontario, CANADA Industry Setting: SME woolen producer and products manufacturer Event Year Start: 1985 Event Year End: 2009 Subjects: Sustainability; Social entrepreneurship; Vertical supply chain management; By-product cost transformed into profit Case Description: Small to medium-sized enterprises, SMEs, play a critical role in the global economy. They comprise 90% of the global firm population and employ more than 50% of the labor force in the private sector. This case study examines issues related to sustainable supply chain management and social entrepreneurship in the SME context. Being small does matter and the efficiencies of small to medium-sized companies struggling for competitive advantage in the global marketplace warrants consideration. Philosopher's Wool Co., located in Inverhuron, Ontario, Canada, is a woolen producer and woolens product manufacturer that partners with other Ontario wool producers and American wool processors and distributors. Its sustainable vertical supply chain system increased local woolen farmers' revenues contrary to the “conventional” price wisdom in the Canadian woolen industry and turned by-product cost into profitable end use. It also effected social change in its local business community and in global customer relations through resource efficiency and socially responsible employee and consumer policies. However, the struggle to maintain a foreign distribution network and remain competitive and profitable was problematic. Students are challenged to solve the problems of an SME operating in a global economy.    Rebranding the Leper Colony: Challenges of Changing Culture and Managing Difficult People   Add   View  16 pp.  Case Author(s): Allison Kipple; Joe S. Anderson; Jack Dustman; Susan K. Williams Publication Date: Spring 2010 TCJ ID: TCJ 060202 Geographic Setting: American Southwest Industry Setting: US DOD Testing lab- government and contract employees; not military Event Year Start: 2001 Event Year End: 2004 Subjects: Organizational change; Changing a negative organizational culture; Dealing with difficult employees Case Description: Anika, a new manager, is confronted by a dysfunctional organizational culture characterized by employee disrespect, insubordination, and low performance. Her charge is to “to turn the place around”. The case takes place in a service organization, a testing range run by the US Department of Defense. The staff is a combination of federal and contract employees who test clients' high-tech systems in a sometimes dangerous, desert environment. In addition, there are three vignettes that give a portrait of dysfunctional individual behaviors. Frequently, the response students want to make is “I'd just fire the guy.” Unfortunately, it is not so simple.   Add   View  14 pp.  Teaching Note Author(s): Allison Kipple; Joe S. Anderson; Jack Dustman; Susan K. Williams Publication Date: Spring 2010 TCJ ID: TCJ 060202 Geographic Setting: American Southwest Industry Setting: US DOD Testing lab- government and contract employees; not military Event Year Start: 2001 Event Year End: 2004 Subjects: Organizational change; Changing a negative organizational culture; Dealing with difficult employees Case Description: Anika, a new manager, is confronted by a dysfunctional organizational culture characterized by employee disrespect, insubordination, and low performance. Her charge is to “to turn the place around”. The case takes place in a service organization, a testing range run by the US Department of Defense. The staff is a combination of federal and contract employees who test clients' high-tech systems in a sometimes dangerous, desert environment. In addition, there are three vignettes that give a portrait of dysfunctional individual behaviors. Frequently, the response students want to make is “I'd just fire the guy.” Unfortunately, it is not so simple.    Pedagogical Issues: Towards Culturally Responsive Teaching Strategies at Morris University   Add   View  8 pp.  Case Author(s): Akella, Devi Publication Date: Fall 2009 Revision Date: 24-Sep-09 TCJ ID: TCJ 060105 Data Source: Personal experience of the author Geographic Setting: United States (South) Industry Setting: Education Event Year Start: 2005 Event Year End: 2007 Subjects: Teaching strategies; Diversity; Culture; Organizational learning Case Description: This case describes Nina's experience as an instructor and course designer at a historical black institution (pseudonym: Morris University) situated in a rural town in the southern part of the U.S. Ninety percent of the students and staff of Morris University (MU) were African-American. MU was committed to the objective of educating African-American youth and the concept of "students first" was one of its core institutional values. Nina was a 30-year old Asian Indian female who joined Morris University in the fall 2006 semester, after completing her doctorate. MU was her first teaching position in the U.S. Soon after Nina joined MU, Dr. Carr, the head of the department, gave Nina responsibility for redesigning, improving and teaching a course on organizational learning at the undergraduate level. Nina's experience teaching this course was unpleasant. Her student evaluations were poor with harsh comments about her and the course itself. Nina was asked by the department head to prepare a teaching improvement plan for herself. She wondered about her next move.    The Untsiya Company: Business Development in Russia   Add   View  26 pp.  Case Author(s): Shirokova, Galina; Vega, Gina Publication Date: Fall 2009 TCJ ID: TCJ 060104 Data Source: Field researched Geographic Setting: Russia Industry Setting: Tea shops Event Year Start: 2008 Event Year End: 2009 Subjects: Organizational life-cycle; Strategy; Organization design Case Description: During the winter of 2008, Sergey Nikolaev, founder and CEO of the Untsiya company, a tea shop chain in St. Petersburg, Russia, was facing a major decision about the future of his company: should he diversify the business or focus solely on tea sales via exclusive shops? Founded in 2002, the Untsiya Company had enjoyed dramatic growth and great success in the St. Petersburg market. By 2007, having directed the successful roll-out of his tea shop chain, Nikolaev wanted to grow to the next level and was prepared to revise his corporate strategy, even to the extent of changing his existing, stable organizational structure. Students are challenged to select a growth strategy and related organizational changes to implement that strategy.   Add   View  12 pp.  Teaching Note Author(s): Shirokova, Galina; Vega, Gina Publication Date: Fall 2009 TCJ ID: TCJ 060104 Data Source: Field researched Geographic Setting: Russia Industry Setting: Tea shops Event Year Start: 2008 Event Year End: 2009 Subjects: Organizational life-cycle; Strategy; Organization design Case Description: During the winter of 2008, Sergey Nikolaev, founder and CEO of the Untsiya company, a tea shop chain in St. Petersburg, Russia, was facing a major decision about the future of his company: should he diversify the business or focus solely on tea sales via exclusive shops? Founded in 2002, the Untsiya Company had enjoyed dramatic growth and great success in the St. Petersburg market. By 2007, having directed the successful roll-out of his tea shop chain, Nikolaev wanted to grow to the next level and was prepared to revise his corporate strategy, even to the extent of changing his existing, stable organizational structure. Students are challenged to select a growth strategy and related organizational changes to implement that strategy.    Teradyne: On the Road to China   Add   View  17 pp.  Case Author(s): Kuo-Ting Hung; Neil Hunt; Gina Vega; Laurie Levesque; Hasan Arslan; Christian DeLaunay Publication Date: Spring 2009 Revision Date: Mar-09 TCJ ID: TCJ 050206 Data Source: field research Geographic Setting: China Industry Setting: electronics Event Year Start: 2004 Event Year End: 2006 Subjects: Supply chain management; International hRM Case Description: Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his career after a three-year hiatus as CEO of a VOIP start-up. Teradyne's operation was struggling through the effects of a bad economy coupled with significant downturns in the electronics industry, and Hotchkiss encountered numerous problems specifically in the China operation, including customer dissatisfaction with service, price, and time required to implement changes. He assembled a strategic team to address these issues and to recommend and implement an accelerated turnaround in China. Students are challenged to design the turnaround plan.   Add   View  15 pp.  Teaching Note Author(s): Kuo-Ting Hung; Neil Hunt; Gina Vega; Laurie Levesque; Hasan Arslan; Christian DeLaunay Publication Date: Spring 2009 Revision Date: Mar-09 TCJ ID: TCJ 050206 Data Source: field research Geographic Setting: China Industry Setting: electronics Event Year Start: 2004 Event Year End: 2006 Subjects: Supply chain management; International hRM Case Description: Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his career after a three-year hiatus as CEO of a VOIP start-up. Teradyne's operation was struggling through the effects of a bad economy coupled with significant downturns in the electronics industry, and Hotchkiss encountered numerous problems specifically in the China operation, including customer dissatisfaction with service, price, and time required to implement changes. He assembled a strategic team to address these issues and to recommend and implement an accelerated turnaround in China. Students are challenged to design the turnaround plan.    A Confrontation of Mindsets: French Retailers Operating in Poland   Add   View  12 pp.  Case Author(s): Stephanie Hurt; Marcus Hurt Publication Date: Spring 2009 Revision Date: Sep-08 TCJ ID: TCJ 050205 Data Source: Field research, interview material from company managers and secondary sources on the industry Geographic Setting: France, Poland Industry Setting: Food retailing Event Year Start: 1993 Event Year End: 2006 Subjects: Internationalization strategy; Retailing; Business model; Subsidiary management; Knowledge transfer; Strategy implementation; Organizational behavior Case Description: A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set in 2006 when a top retailing executive recalls the important watershed period of 1996-97 when the expatriate managers in charge of setting up the first hypermarkets encountered great difficulties with their new Polish recruits. The managers were not succeeding in transferring the practices and routines that were an essential part of their business model on the home market in France: their Polish employees displayed work attitudes that were the contrary of the initiative and responsibility for enlarged jobs that characterized employees back home. This situation called into question the very viability of their business model in Poland. The case poses very clearly the question of what actions the expatriate managers should decide to take to ensure the store launchings in Poland and future growth. The issues raised concern global versus multi-domestic internationalization strategies, business models, paradigms, corporate culture, management of expats, knowledge transfer and the link between strategic implementation and organizational behavior.   Add   View  38 pp.  Teaching Note Author(s): Stephanie Hurt; Marcus Hurt Publication Date: Spring 2009 Revision Date: Sep-08 TCJ ID: TCJ 050205 Data Source: Field research, interview material from company managers and secondary sources on the industry Geographic Setting: France, Poland Industry Setting: Food retailing Event Year Start: 1993 Event Year End: 2006 Subjects: Internationalization strategy; Retailing; Business model; Subsidiary management; Knowledge transfer; Strategy implementation; Organizational behavior Case Description: A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set in 2006 when a top retailing executive recalls the important watershed period of 1996-97 when the expatriate managers in charge of setting up the first hypermarkets encountered great difficulties with their new Polish recruits. The managers were not succeeding in transferring the practices and routines that were an essential part of their business model on the home market in France: their Polish employees displayed work attitudes that were the contrary of the initiative and responsibility for enlarged jobs that characterized employees back home. This situation called into question the very viability of their business model in Poland. The case poses very clearly the question of what actions the expatriate managers should decide to take to ensure the store launchings in Poland and future growth. The issues raised concern global versus multi-domestic internationalization strategies, business models, paradigms, corporate culture, management of expats, knowledge transfer and the link between strategic implementation and organizational behavior.    The MBA Consulting Project with Steel City Salvage   Add   View  15 pp.  Case Author(s): Kathleen Gurley; Craig Wishart Publication Date: Fall 2008 TCJ ID: TCJ 050104 Data Source: Steel City Salvage's company records; MBA Team's Project report; Interview notes taken by MBA students; Interview with MBA student; Interview with MBA Director. Industry data from www.isri.org and other references listed in the case Geographic Setting: Western Pennsylvania Industry Setting: Scrap steel recycling Event Year Start: 2001 Event Year End: 2001 Subjects: Organizational design; Integration and lateral processes; Transformational leadership; Small business; Business analysis and consulting Case Description: This case study is based on an MBA team's experience in analyzing a scrap metal recycling business and developing recommendations to improve the performance of the business. The company, Steel City Salvage, has three locations which are managed as separate business entities. The case focuses on the business repercussions of the poor integration across the three locations, and the team's choice of options to improve the integration. These options include changes in organizational structure, processes or culture/leadership style. The case allows students to see how their own experience and education may bias their selection of a preferred option.   Add   View  14 pp.  Teaching Note Author(s): Kathleen Gurley; Craig Wishart Publication Date: Fall 2008 TCJ ID: TCJ 050104 Data Source: Steel City Salvage's company records; MBA Team's Project report; Interview notes taken by MBA students; Interview with MBA student; Interview with MBA Director. Industry data from www.isri.org and other references listed in the case Geographic Setting: Western Pennsylvania Industry Setting: Scrap steel recycling Event Year Start: 2001 Event Year End: 2001 Subjects: Organizational design; Integration and lateral processes; Transformational leadership; Small business; Business analysis and consulting Case Description: This case study is based on an MBA team's experience in analyzing a scrap metal recycling business and developing recommendations to improve the performance of the business. The company, Steel City Salvage, has three locations which are managed as separate business entities. The case focuses on the business repercussions of the poor integration across the three locations, and the team's choice of options to improve the integration. These options include changes in organizational structure, processes or culture/leadership style. The case allows students to see how their own experience and education may bias their selection of a preferred option.    le Papertique, LLC   Add   View  13 pp.  Case Author(s): Ram Subramanian Publication Date: Fall 2008 TCJ ID: TCJ 050103 Data Source: field research Geographic Setting: USA, northeast Industry Setting: Weddings and wedding accessories Event Year Start: 2001 Event Year End: 2007 Subjects: Web-retailing; Lifestyle choices; Women entrepreneurs Case Description: Heather Loya started her custom designed wedding invitations business in the aftermath of the September 11, 2001 terrorist attack, when she was no longer comfortable commuting to New York City from New Jersey for her corporate job. In the ensuing years, her business picked up to the extent that she was making a reasonable income from it. She was due to become a first time mother in July 2007. Her impending motherhood made her realize that she would not be able to work long hours in her one-person business after the birth of her child. She had started a web-based business that was set up to sell wedding invitation accessories (such as boxes, ribbons, etc.) procured from various vendors. This business was expected to take less of her time as compared to the custom business, but the custom business made better use of her creative talents. Heather now had to make a decision whether to emphasize the web-based business to compensate for the likely decrease in revenues from her custom business (because of motherhood) or to just continue her custom business in a scaled down form.   Add   View  9 pp.  Teaching Note Author(s): Ram Subramanian Publication Date: Fall 2008 TCJ ID: TCJ 050103 Data Source: field research Geographic Setting: USA, northeast Industry Setting: Weddings and wedding accessories Event Year Start: 2001 Event Year End: 2007 Subjects: Web-retailing; Lifestyle choices; Women entrepreneurs Case Description: Heather Loya started her custom designed wedding invitations business in the aftermath of the September 11, 2001 terrorist attack, when she was no longer comfortable commuting to New York City from New Jersey for her corporate job. In the ensuing years, her business picked up to the extent that she was making a reasonable income from it. She was due to become a first time mother in July 2007. Her impending motherhood made her realize that she would not be able to work long hours in her one-person business after the birth of her child. She had started a web-based business that was set up to sell wedding invitation accessories (such as boxes, ribbons, etc.) procured from various vendors. This business was expected to take less of her time as compared to the custom business, but the custom business made better use of her creative talents. Heather now had to make a decision whether to emphasize the web-based business to compensate for the likely decrease in revenues from her custom business (because of motherhood) or to just continue her custom business in a scaled down form.    CBS Radio and the Imus Incident   Add   View  21 pp.  Case Author(s): Calvin M. Bacon Jr. Publication Date: Fall 2008 Revision Date: Sep-08 TCJ ID: TCJ 050101 Data Source: Secondary sources including company documents, media articles, and academic research Geographic Setting: National (USA) Industry Setting: Radio and broadcasting Event Year Start: 2007 Event Year End: 2007 Subjects: Management; Ethics Case Description: On April 4, 2007, Don Imus, one of the company's most popular talk show personalities made comments on the air regarding the Rutgers women's basketball team. According to the transcription from Media Matters for America, Imus said, “That's some nappy-headed hos there. I'm gonna tell you that now, man, that's some ... woo. And the girls from Tennessee, they all look cute, you know, so, like ... kinda like ... I don't know.” At first, the comments did not seem out of the ordinary for one of radio's “shock jocks.” However, as the public reaction grew, the situation changed considerably. Under pressure from the public, Moonves reluctantly suspended Imus. But it was too little too late. By the end of the day on April 11, analysts estimated that $2.5 million in advertising revenue was lost. On April 12, Moonves terminated Don Imus' contract. After Moonves fired Imus, there was still a lot to consider. He really wanted a way for the company to meet the demands of the company's stakeholders. In addition, he wanted to avoid any more distractions from the firm's normal day-to-day operations.   Add   View  15 pp.  Teaching Note Author(s): Calvin M. Bacon Jr. Publication Date: Fall 2008 Revision Date: Sep-08 TCJ ID: TCJ 050101 Data Source: Secondary sources including company documents, media articles, and academic research Geographic Setting: National (USA) Industry Setting: Radio and broadcasting Event Year Start: 2007 Event Year End: 2007 Subjects: Management; Ethics Case Description: On April 4, 2007, Don Imus, one of the company's most popular talk show personalities made comments on the air regarding the Rutgers women's basketball team. According to the transcription from Media Matters for America, Imus said, “That's some nappy-headed hos there. I'm gonna tell you that now, man, that's some ... woo. And the girls from Tennessee, they all look cute, you know, so, like ... kinda like ... I don't know.” At first, the comments did not seem out of the ordinary for one of radio's “shock jocks.” However, as the public reaction grew, the situation changed considerably. Under pressure from the public, Moonves reluctantly suspended Imus. But it was too little too late. By the end of the day on April 11, analysts estimated that $2.5 million in advertising revenue was lost. On April 12, Moonves terminated Don Imus' contract. After Moonves fired Imus, there was still a lot to consider. He really wanted a way for the company to meet the demands of the company's stakeholders. In addition, he wanted to avoid any more distractions from the firm's normal day-to-day operations.    Judy’s Defense: One Workplace Bully Is One Too Many   Add   View  6 pp.  Case Author(s): Andra Gumbus; Christopher C. York; Carolyn A. Shea Publication Date: Spring 2010 TCJ ID: TCJ 060203 Geographic Setting: Not given Industry Setting: Not given Event Year Start: Not given Event Year End: Not given Subjects: Organization management; Organization behavior; Human resources; Business ethics Case Description: Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?   Add   View  38 pp.  Teaching Note Author(s): Andra Gumbus; Christopher C. York; Carolyn A. Shea Publication Date: Spring 2010 TCJ ID: TCJ 060203 Geographic Setting: Not given Industry Setting: Not given Event Year Start: Not given Event Year End: Not given Subjects: Organization management; Organization behavior; Human resources; Business ethics Case Description: Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?    Competing for New York’s Best Lobster Roll: Failed Trade Protection   Add   View  7 pp.  Case Author(s): David E. Desplaces; Roxane Delaurell; Laquita Blockson Publication Date: Spring 2010 TCJ ID: TCJ 060201 Geographic Setting: American Southwest Industry Setting: Hospitality Event Year Start: 2007 Event Year End: 2008 Subjects: Intellectual property; Trade dress; Trademark; Critical incident; Restaurant Case Description: This critical incident offers students the opportunity to develop an understanding of the issues associated with intellectual property (IP) law and the ways to protect a business from its employees and potential unfair competition. Using a restaurant setting students can learn to apply IP concepts, discuss the issues of trademark, as well as develop a legal IP check list.   Add   View  14 pp.  Teaching Note Author(s): David E. Desplaces; Roxane Delaurell; Laquita Blockson Publication Date: Spring 2010 TCJ ID: TCJ 060201 Geographic Setting: American Southwest Industry Setting: Hospitality Event Year Start: 2007 Event Year End: 2008 Subjects: Intellectual property; Trade dress; Trademark; Critical incident; Restaurant Case Description: This critical incident offers students the opportunity to develop an understanding of the issues associated with intellectual property (IP) law and the ways to protect a business from its employees and potential unfair competition. Using a restaurant setting students can learn to apply IP concepts, discuss the issues of trademark, as well as develop a legal IP check list.    Case Writing and Research: Professor Moore Reviews a Case   Add   View  26 pp.  Case Author(s): Vega, Gina; Sherman, Herbert; Leach, Thomas Publication Date: Fall 2009 TCJ ID: TCJ 060106 Data Source: Personal knowledge Geographic Setting: United States Industry Setting: n/a Subjects: Case reviewing Case Description: This is the sixth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case reviewers and learns several different approaches to reviewing cases for journal publication. The article is written as if it were a case; it is fictitious.    Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy   Add   View  15 pp.  Case Author(s): Stinchfield, Bryan Publication Date: Fall 2009 TCJ ID: TCJ 060101 Data Source: Secondary data was used for this case Geographic Setting: United States Industry Setting: Oil and Gas Event Year Start: 2006 Event Year End: 2007 Subjects: Stakeholder theory; Stakeholder management; Sustainability; Corporate social responsibility Case Description: In 2007, BP sought and received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana. Had the project gone forward as planned, the refinery would have discharged significantly higher levels of pollutants into Lake Michigan, but would have also contributed to economic development in the region. The result of BP seeking and being granted regulatory approval triggered a firestorm of controversy from multiple segments of society. This case study draws from secondary sources to examine the positions of a variety of stakeholders who influenced BP's decision as to whether or not it should expand its Whiting Refinery. Relevant stakeholders included for analysis are citizen and environmental organizations, political groups, trade associations, BP's employees, and stockholders. The intended target audience for this case is upper-level undergraduate business students studying issues related to business and society, such as corporate social responsibility and sustainable development.   Add   View  14 pp.  Teaching Note Author(s): Stinchfield, Bryan Publication Date: Fall 2009 TCJ ID: TCJ 060101 Data Source: Secondary data was used for this case Geographic Setting: United States Industry Setting: Oil and Gas Event Year Start: 2006 Event Year End: 2007 Subjects: Stakeholder theory; Stakeholder management; Sustainability; Corporate social responsibility Case Description: In 2007, BP sought and received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana. Had the project gone forward as planned, the refinery would have discharged significantly higher levels of pollutants into Lake Michigan, but would have also contributed to economic development in the region. The result of BP seeking and being granted regulatory approval triggered a firestorm of controversy from multiple segments of society. This case study draws from secondary sources to examine the positions of a variety of stakeholders who influenced BP's decision as to whether or not it should expand its Whiting Refinery. Relevant stakeholders included for analysis are citizen and environmental organizations, political groups, trade associations, BP's employees, and stockholders. The intended target audience for this case is upper-level undergraduate business students studying issues related to business and society, such as corporate social responsibility and sustainable development.    Lessons from Computer Intrusion at TJX   Add   View  10 pp.  Case Author(s): Benjamin Ngugi; Glenn S Dardick; Gina Vega Publication Date: Spring 2009 TCJ ID: TCJ 050207 Data Source: This case is based on secondary information and press releases from TJX Incorporation. Geographic Setting: TJX is based in Framingham, Massachusetts, USA but they also have offices in Canada and Europe Industry Setting: apparrel/retail Event Year Start: 2005 Event Year End: 2007 Subjects: Computer intrusion; Hacking; Data protection; PCI compliance; Layered defense; Identity theft; Network security Case Description: In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were affected. A deeper analysis revealed that the intrusion had started earlier and affected more customers than previously thought. Ensuing investigation concluded that TJX was collecting unnecessary information, keeping it for too long and employing obsolete and insufficient safeguards. TJX denied any wrongdoing but implemented most of the recommended remedies to strengthen their security. The case ends by reviewing the current preparedness of the competing retail organizations against similar intrusions. The shocking revelation from a survey carried out by AirDefense, a leading security company, was that about 50 percent of the wireless security points used by large retailers were still insecure as of the third quarter of 2007. This makes the reader wonder whether it's really safe to continue using credit cards despite their benefits.   Add   View  10 pp.  Teaching Note Author(s): Benjamin Ngugi; Glenn S Dardick; Gina Vega Publication Date: Spring 2009 TCJ ID: TCJ 050207 Data Source: This case is based on secondary information and press releases from TJX Incorporation. Geographic Setting: TJX is based in Framingham, Massachusetts, USA but they also have offices in Canada and Europe Industry Setting: apparrel/retail Event Year Start: 2005 Event Year End: 2007 Subjects: Computer intrusion; Hacking; Data protection; PCI compliance; Layered defense; Identity theft; Network security Case Description: In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were affected. A deeper analysis revealed that the intrusion had started earlier and affected more customers than previously thought. Ensuing investigation concluded that TJX was collecting unnecessary information, keeping it for too long and employing obsolete and insufficient safeguards. TJX denied any wrongdoing but implemented most of the recommended remedies to strengthen their security. The case ends by reviewing the current preparedness of the competing retail organizations against similar intrusions. The shocking revelation from a survey carried out by AirDefense, a leading security company, was that about 50 percent of the wireless security points used by large retailers were still insecure as of the third quarter of 2007. This makes the reader wonder whether it's really safe to continue using credit cards despite their benefits.    The Prize? The Price? Constellation Brands’ Proposed Merger with the Robert Mondavi Company   Add   View  38 pp.  Case Author(s): Armand Gilinsky Jr.; Raymond H. Lopez Publication Date: Spring 2009 Revision Date: Apr-09 TCJ ID: TCJ 050204 Data Source: Public, with verification and input from Constellation Brands' executives and legal staff. Geographic Setting: USA Industry Setting: wine Event Year Start: 2004 Event Year End: 2004 Subjects: Strategy implementation; Merger and acquisition analysis; Financial analysis; Financial forecasting; Corporate valuation Case Description: In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.   Add   View  55 pp.  Teaching Note Author(s): Armand Gilinsky Jr.; Raymond H. Lopez Publication Date: Spring 2009 Revision Date: Apr-09 TCJ ID: TCJ 050204 Data Source: Public, with verification and input from Constellation Brands' executives and legal staff. Geographic Setting: USA Industry Setting: wine Event Year Start: 2004 Event Year End: 2004 Subjects: Strategy implementation; Merger and acquisition analysis; Financial analysis; Financial forecasting; Corporate valuation Case Description: In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.    Dow Chemical and Agent Orange   Add   View  13 pp.  Case Author(s): Cedric Dawkins Publication Date: Spring 2008 Revision Date: Feb. 5, 2008 TCJ ID: TCJ 040205 Data Source: Public Geographic Setting: U.S. & Vietnam Industry Setting: Chemical Event Year Start: 1964 Event Year End: 2008 Courses: Ethics, Business Ethics, Legal, Political Economy Subjects: Business ethics; Corporate social responsibility Case Description: This case examines the ethical issues raised when businesses contract for the military during time of war. Dow Chemical Company was a military contractor during the Vietnam War and the primary producer of Agent Orange — a defoliant used to clear vegetation. Agent Orange has been linked to a number of serious medical conditions in war veterans and Vietnamese civilians. In 2004, Vietnamese citizens filed suit against Dow for illnesses they believe were caused by exposure to Agent Orange. Dow thought the issue should have been addressed through political and social policy, while Vietnamese citizens and U.S. Vietnam war veterans believed Dow was ethically responsible. As the case moved through the U.S. judicial system, some of Dow's investors grew uncomfortable with how it was handled. Dow CEO Andrew Liveris was left to wonder what his company could have done differently and what they could learn from the Agent Orange episode that might prevent similar problems in the future. This incident appeared to be a relatively distinct case, but in July of 2007 it was reported that the number of private contract employees in Iraq exceeded that of U.S. military personnel. Consequently, it is likely that companies and their stakeholders will have to address similar issues.   Add   View  10 pp.  Teaching Note Author(s): Cedric Dawkins Publication Date: Spring 2008 Revision Date: Feb. 5, 2008 TCJ ID: TCJ 040205 Data Source: Public Geographic Setting: U.S. & Vietnam Industry Setting: Chemical Event Year Start: 1964 Event Year End: 2008 Courses: Ethics, Business Ethics, Legal, Political Economy Subjects: Business ethics; Corporate social responsibility Case Description: This case examines the ethical issues raised when businesses contract for the military during time of war. Dow Chemical Company was a military contractor during the Vietnam War and the primary producer of Agent Orange — a defoliant used to clear vegetation. Agent Orange has been linked to a number of serious medical conditions in war veterans and Vietnamese civilians. In 2004, Vietnamese citizens filed suit against Dow for illnesses they believe were caused by exposure to Agent Orange. Dow thought the issue should have been addressed through political and social policy, while Vietnamese citizens and U.S. Vietnam war veterans believed Dow was ethically responsible. As the case moved through the U.S. judicial system, some of Dow's investors grew uncomfortable with how it was handled. Dow CEO Andrew Liveris was left to wonder what his company could have done differently and what they could learn from the Agent Orange episode that might prevent similar problems in the future. This incident appeared to be a relatively distinct case, but in July of 2007 it was reported that the number of private contract employees in Iraq exceeded that of U.S. military personnel. Consequently, it is likely that companies and their stakeholders will have to address similar issues.    The Death of a Salesman Revisited: Part B   Add   View  5 pp.  Case Author(s): Herbert Sherman; Daniel J. Rowley Publication Date: Spring 2008 TCJ ID: TCJ 040202b Data Source: field and telephone interviews, email communications, secondary sources Geographic Setting: Kentucky, U.S.A. Industry Setting: Residential real estate Event Year Start: 2005 Event Year End: 2006 Courses: Career planning, sales management, human resource management, salesmanship, and organizational behavior. Subjects: Recruitment; Placement; Training; And compensation Case Description: In Part B Mr. Mahoney has decided to take the sales job with ABC Home Builders and receives his assignment. He finds that the working conditions of the sales office are not conducive to selling. His office is located in the rear of a trailer that is extremely run down and is paired with a competitive, non-communicative saleswoman. The case ends with Mr. Mahoney feeling hopeless and alienated.   Add   View  44 pp.  Teaching Note Author(s): Herbert Sherman; Daniel J. Rowley Publication Date: Spring 2008 TCJ ID: TCJ 040202b Data Source: field and telephone interviews, email communications, secondary sources Geographic Setting: Kentucky, U.S.A. Industry Setting: Residential real estate Event Year Start: 2005 Event Year End: 2006 Courses: Career planning, sales management, human resource management, salesmanship, and organizational behavior. Subjects: Recruitment; Placement; Training; Compensation Case Description: In Part B Mr. Mahoney has decided to take the sales job with ABC Home Builders and receives his assignment. He finds that the working conditions of the sales office are not conducive to selling. His office is located in the rear of a trailer that is extremely run down and is paired with a competitive, non-communicative saleswoman. The case ends with Mr. Mahoney feeling hopeless and alienated.    21st Century Learning: Leadership Lessons from Collaborative Case Research, Teaching and Scholarship   Add   View  13 pp.  Article Author(s): John F. McCarthy (University Of New Hampshire); David J. O'Connell (St. Ambrose University); Douglas T. Hall (Boston University); and Jan Eyvin Wang (United European Car Carriers) Publication Date: Spring 2007 TCJ ID: TCJ 030207 Geographic Setting: n.a. Industry Setting: Shipping/Logistics, General Management, Leadership Event Year Start: 1997 Event Year End: 2007 Courses: Leadership; General Management; Human Resource Management; Career Management Subjects: Leadership; General Management; Human Resource Management; Career Development; Executive Development; Work/Family Balance; Collaborative Learning; Experiential Learning; Case Study; Case Research Case Description: Management scholars and researchers have long been concerned about the impact and relevance of their work. Here we chronicle the teaching, research, management, and personal leadership development lessons that have arisen from a collaborative, decade-long relationship between three management faculty members and the senior management team of a major Norwegian-based global shipping and logistics company. This relationship grew from the creation of a teaching case in 1997 to many years of productive and meaningful work together, including the development and delivery of the all-conference Plenary Session at the 2006 Eastern Academy of Management Meeting, held concurrently with the annual CASE Association Conference. At the 2006 Plenary Session, each of the authors expressed powerful personal and professional development through their collaboration over the years, which is summarized in this article. Reflections, lessons and future research directions are provided.    AAA Construction: A Family Business in Crisis   Add   View  16 pp.  Case Author(s): Donald L. Lester, Arkansas State University Publication Date: Spring 2005 Geographic Setting: Germantown, Tennessee Industry Setting: Construction Event Year Start: 1998 Event Year End: 1998 Description: This case demonstrates the difficulties encountered by small family businesses when the founder passes away without having properly prepared for succession. AAA Construction was a company held together for over thirty-six years by a family patriarch, Jack Hudson. His choice of his grandson to succeed him was obvious. However, there were serious questions about whether David Robbins up to the task. Courses: Small business management; Entrepreneurship Subjects: Sucession planning; Family firm; Cash flow; Business turnaround   Add   View  24 pp.  Teaching Note    ABB Transformers Denmark (A)   Add   View  19 pp.  Case Author(s): Mikael Sondergaard (Arhus University) and William Naumes (University of New Hampshire) Publication Date: Spring 2007 TCJ ID: TCJ 030202A Geographic Setting: Odense, Denmark Industry Setting: Electrical Transformer manufacturing industry Event Year Start: 1990 Event Year End: 1991 Courses: International Business/Management; Organizational Theory Subjects: Decision making in a transnational corporation; Conflict within a matrix organizational form; Conflicts between company and country objectives in a transnational corporation; Political considerations in strategic decision making. Case Description: The ABB (A) case describes the situation leading up to a decision concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to ABB's matrix form of management structure. His direct line manager in charge of the global product line wants the move to take place, and has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done.The ABB Transformers (A) case can be used separately, or with the (B) case.   Add   View  12 pp.  Teaching Note For use with TCJ 030202A    ABB Transformers Denmark (B): For Adults Only   Add   View  3 pp.  Case Author(s): Mikael Sondergaard (Arhus University) and William Naumes (University of New Hampshire) Publication Date: Spring 2007 TCJ ID: TCJ 030202B Geographic Setting: Odense, Denmark Industry Setting: Electrical Transformer manufacturing industry Event Year Start: 1992 Event Year End: 1992 Courses: International Business/Management; Organizational Theory. Subjects: Matrix Organization Structure; Organization Conflict; Multinational Management; Organizational Culture; Organizational Power Case Description: The (B) case follows up where the (A) case ends. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. A meeting is called where the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager are all present. The discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now given responsibility for European operations, remains quiet during the discussions. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, especially in a matrix based structure.   Add   View  12 pp.  Teaching Note For use with TCJ 030202B    The Anatomy of an Instructional Case from a Reviewer’s Perspective   Add   View  10 pp.  Article Author(s): James J. Carroll, Georgian Court University Publication Date: 2005 Description: This article is a continuation of the article entitled “A Primer on Case Reviewing” published in The CASE Journal, Volume 1, Issue 1. Used in conjunction with the article “Case Research and Writing: Three Days in the Life of Professor Moore”, this article should help both case writers and case reviewers understand the critical elements of what a reviewer should look for in the case and the teaching note.    Ascom Marketing and Publishing: Entrepreneurship in the United Arab Emirates   Add   View  11 pp.  Case Author(s): Kermit W. Kuehn, American University of Sharjah Publication Date: Spring 2005 Geographic Setting: Dubai, United Arab Emirates Industry Setting: Marketing communications services Event Year Start: 1991 Event Year End: 2003 Description: The case takes place in the city of Dubai, United Arab Emirates, a booming regional tourist and commercial center located on the Arab (Persian) Gulf coast of the Arabian Peninsula. The story describes Vijay, the Indian (East Asian) entrepreneur, his personality, background, motivations and management style. The focus of the case is on how this entrepreneur grows the business over the seven years leading up to the decision to launch a travel club targeted toward East Asian travelers in the region. The details of the new venture are chronicled from inception to its eventual closure four years later under desperate financial circumstances. The richness of the case is enhanced by the inclusion of details of the legal, economic and cultural factors that define the business context and business risks. The case provides an interesting and informative view of a part of the world that is “in the news” but largely remains a mystery to the typical North American student. Courses: Entrepreneurship; Small business management Subjects: Cross-cultural entrepreneurship   Add   View  9 pp.  Teaching Note    Assembling the Team at Vanguard Electronics   Add   View  10 pp.  Case Author(s): Joseph A. Casali, Empire State College, Barry R. Armandi, SUNY @ Old Westbury, and Herbert Sherman, Southampton College ? Long Island University Publication Date: Fall 2004 Geographic Setting: New York Industry Setting: Electronic and electrical engineering Event Year Start: 1999 Event Year End: 2001 Description: In this case, Vanguard altered part of its structure through the development of teams in order to maximize its operations; and given their results Vanguard successfully put theory into practice. When the major supporter of team management, Mike Wesley, leaves the firm, he is replaced by Wendy Kiefer, a strong supporter of team structures. Her replacement, Shari Lastarza, however is the “old” assembly manager and does not buy into the team concept. Could this be anything but a formula for disaster? Courses: Management; Organizational behavior Subjects: Team management; Organizational structure; Management strategy; Organizational change   Add   View  22 pp.  Teaching Note    At the Heart of Controversy: Genentech Markets a Genetically Engineered Drug   Add   View  14 pp.  Case Author(s): Diana Ross, Kent Royalty, and Karl Kampschroeder, St. Mary’s University Publication Date: Spring 2005 Industry Setting: Health care Event Year Start: 2000 Event Year End: 2000 Description: This case, developed from a wide variety of publicly available information, presents ethical and economic issues arising from the development, marketing, and pricing of a biotech drug. Genentech developed TPA, the first genetically engineered drug that could be used in clot-dissolving therapy for heart attack, and marketed it as Activase. Public outrage focused on the disparity between the drug’s $10 direct manufacturing cost and what Genentech charged for its drug. Activase/TPA was priced at $2200 a dose, raising immediate concerns about its affordability and therefore availability to those who needed it. Additional issues arise from other events, including concern over related-party relationships between the company and organizations which researched and recommended TPA, as well as aggressive marketing of TPA to physicians and the company’s refusal to participate in an international drug study to compare TPA with competitor drugs. Courses: Business ethics; Business policy; Strategic management; Marketing management; Managerial accounting; Legal environment of business Subjects: Bioethics; Marketing of hi-tech drugs   Add   View  13 pp.  Teaching Note    Beringer Wine Estates Holdings, Inc. 1997   Add   View  51 pp.  Case Author(s): Robert R. Cangemi, Pace University; Armand Gilinsky Jr., Sonoma State University; James S. Gould & Raymond H. Lopez, Pace University. Publication Date: Fall 2006 TCJ ID: TCJ 030105 Geographic Setting: Napa Valley, California, USA Industry Setting: Wine Industry Event Year Start: 1996 Event Year End: 1997 Courses: Capstone Finance Class (Undergraduate and Graduate) Subjects: Corporate Financial Analysis; Evaluation of an Initial Public Offering (IPO); Pricing of an Initial Public Offering (IPO); Marketing Decision and Timing of an IPO Case Description: The Beringer Wine Estates Company has been expanding its market share in the premium segment of the wine industry in the 1990's. After operating as a wholly owned subsidiary of the giant Nestle food company for almost a quarter of a century, the firm was sold in 1996 to new owners, in a leveraged buyout. For the next year and a half, management and the new owners restructured the firm and expanded through internal growth and strategic acquisitions. With a heavy debt load from the LBO, even in an environment of declining interest rates, it seemed prudent for management to consider a significant rebalancing of its capital structure. A publicly held common stock would provide management with another “currency” to be used for enhancing its growth rate and overall corporate valuation. After a successful “road show,” the Beringer management team assembled in New York City with representatives of their investment bankers, Goldman Sachs. With the equity markets in turmoil, significant strategic decisions had to be made quickly. Should the IPO be completed, with the district possibility of a less than successful after market price performance and these implications for pursuing external growth initiatives? Postponement or abandonment of the IPO could have adverse effects on corporate growth plans and competitiven   Add   View  39 pp.  Teaching Note For use with TCJ 030105    Brake Lights at the Border: Going International Twenty-Two Miles Away   Add   View  15 pp.  Case Author(s): Scott D. Roberts, Roger Williams University, Joe S. Anderson, Northern Arizona University Publication Date: Spring 2006 Geographic Setting: San Luis Rio Colorado, Mexico Industry Setting: Retail Automotive Supplies Event Year Start: 1998 Event Year End: 1998 Description: Russ Clark is a successful NAPA Auto Parts franchisee in Yuma County, Arizona. He sees opportunity in the neighboring Mexican city of San Luis Rio Colorado. But crossing the border with an after-market auto parts store will require building relationships with others, lots of learning to overcome the significant barriers, and some savvy decision-making in addition to the usual evaluation of business opportunities. Clark must consider a location decision, product mix, human resource issues, and how to promote the new business in an uncertain and unfamiliar context. Clearly, his current American business model will require a great degree of adaptation to make the venture a success. This case was developed from extensive field interviews and shadowing Mr. Clark for a day. In addition, Mr. Clark and his store manager, Rigoberto made classroom presentations describing their experiences surrounding the case situation. Courses: Graduate Introductory Management; Marketing Subjects: Small business; Entrepreneurship; International expansion; Franchise   Add   View  19 pp.  Teaching Note    Bright Lights: Exploring the Franchising Potential of a Not-For-Profit Organization   Add   View  12 pp.  Case Author(s): Monica Godsey and Terrence Sebora (University of Nebraska) Publication Date: Spring 2007 TCJ ID: TCJ 30205 Geographic Setting: Lincoln, Nebraska Industry Setting: Not-For-Profit; Education Event Year Start: 2002 Event Year End: 2004 Courses: Strategy and Business Policy; Entrepreneurship; Social Entrepreneurship; New Venture Growth Subjects: Franchising; Social Entrepreneurship; Non-profit strategic planning and implementation Case Description: Bright Lights is a small non-profit organization in Lincoln, NE offering a summer enrichment program to school aged children. Post 9/11, the organization faces challenges in its efforts to sustain financial resources. With enrollment and course offerings on the rise, funding is more important than ever. At the second to the last meeting of the year at which budgets are established, the Bright Lights' Board of Directors asked the Executive Director, Kathy Hanrath, and the Co-Owner/Director of Education Services, Barb Hoppe, to come up with some alternatives for fundraising top present at the final yearly meeting. Kathy has recently attended some sessions on franchising at a local entrepreneurship conference and would like to explore franchising as an option for Bright Lights growth. Kathy feels that franchising might have the potential to both increase performance and funding.This case focuses on issues associated with the exploration of franchising as a method of distribution and capital acquisition for a social organization. It calls attention to the appropriate situations for franchising, the importance of organizational assessment for franchise readiness, and other legal, economical, and organizational considerations.   Add   View  21 pp.  Teaching Note For use with TCJ 30205    Technical Note: Franchising (to accompany Bright Lights case)   Add   View  4 pp.  Note Author(s): Monica Godsey and Terrence Sebora (University of Nebraska) Publication Date: Spring 2007 TCJ ID: TCJ 030205N Geographic Setting: Lincoln, Nebraska Industry Setting: Not-For-Profit; Education Event Year Start: 2002 Event Year End: 2004 Courses: Strategy and Business Policy; Entrepreneurship; Social Entrepreneurship; New Venture Growth Subjects: Franchising; Social Entrepreneurship; Non-profit strategic planning and implementation Case Description: Note on Franchising to accompany “Bright Lights” case    Business Models and Financial Structures, A Strategy Mystery Game   Add   View  6 pp.  Case Author(s): Stephanie Hurt; Marcus Hurt Publication Date: Spring 2007 TCJ ID: TCJ 030206 Geographic Setting: American firms, global business Industry Setting: multi-industry: food manufacturing, retailing, insurance, professional services, hotel, restaurants, etc. Event Year Start: 2005 Event Year End: 2005 Courses: Strategic Management; Corporate Strategy Subjects: Strategy; industry analysis; internal analysis; core competencies; operational effectiveness; generic strategies; vertical integration Case Description: The `Game' is really a multi-industry case that aims at developing participants' awareness of the links between firms' strategic choices and the financial structures the choices engender. Participants are provided with Balance Sheet percentages and common ratios for firms in 12 different industries and list of different businesses and asked to match the figures with the kind of business. The goal is for participants to understand how industries' operating models impose certain financial structures. The case is run as a kind of mystery game but leads to rather sophisticated analysis of industry and business models. The case leads students to a better understanding of the essential concepts of a business strategy course: 1) external analysis by helping students `see' the structures of different industries; 2) making clear the link between the competencies and capabilities needed by firms in their internal environment to successfully compete in their industries by matching the key success factors at work; 3) providing a tangible illustrations of the competencies that must be developed to successfully pilot business strategies like cost leadership and differentiation; and, 4) developing insight into integration and outsourcing strategies and their effects. A detailed Teaching Note accompanies the case.   Add   View  42 pp.  Teaching Note For use with TCJ 030206    Case Research and Writing: Professor Moore Can’t Get There From Here   Add   View  8 pp.  Article Author(s): Thomas C. Leach, University of New England Publication Date: 2005 Description: This article, written in the case format, is an extension of the article entitled “Case Research and Writing: Three Days in the Life of Professor Moore” published in The CASE Journal, Volume 1, Issue 1. It is intended to give the novice case writer insight into problems associated with obtaining the release for publication from companies where primary data had been collected. Related issues on case writing are also included.    Case Research and Writing: Three Days in the Life of Professor Moore   Add   View  23 pp.  Article Author(s): Barry R. Armandi, SUNY@ Old Westbury Herbert Sherman, Southampton College ? Long Island University, Gina Vega, Merrimack College Publication Date: 2005 Description: This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including: idea generation and sources of cases, working with primary and secondary case sources, obtaining client releases, writing the case story line, developing a catchy “hook”, using the past tense, providing supporting exhibits, and providing a bibliography for the case. The teaching note (or instructor’s manual) is also covered in detail including: an overview of the case, learning objectives, course placement and targeted audience, instructional methodologies, case questions and answers, the epilogue, and the bibliography. Appendix A includes a discussion on case publishing and includes a list of journals and conferences which accept cases.    Clouds on the Horizon: IQSoft Ltd   Add   View  18 pp.  Case Author(s): Christopher M. Scherpereel, Northern Arizona University Publication Date: Fall 2004 Geographic Setting: Budapest, Hungary Industry Setting: Information technology Event Year Start: 1994 Event Year End: 1995 Description: This case is set in the emerging markets of Central Europe, shortly after the fall of communism. IQSoft Ltd Hungary is a small information technology firm spun off from the government operated Computer Technology Coordination Institute (CTCI), an institute that controlled all information technology activity in Hungary during communist rule. With very little capital, IQSoft Ltd found itself competing in the same market with some of the largest, most powerful, multinational companies in the world. The directors of IQSoft Ltd. realized that their organization had evolved to meet the survival needs of the company, but the question was: would the organization meet its future needs? Was this the time to start a strategic change process? Balint Domolki (managing director), Julia Sipka (commercial director), and Tamas Langer (technical director), met to discuss whether the evolution of IQSoft Ltd would sustain the company’s future success. Courses: Management strategy; Information systems Subjects: International business; Management of change; Organizational design; Technology product management   Add   View  16 pp.  Teaching Note    Declining Decorum at Darius D’Amore‘s Shop at the Forum   Add   View  6 pp.  Case Author(s): Fran Piezzo (student) and Barry Armandi (deceased), Long Island University - Brentwood; Herbert Sherman, Brooklyn Campus-Long Island University Publication Date: Fall 2006 TCJ ID: TCJ 030102 Geographic Setting: Las Vegas, Nevada, USA Industry Setting: Personal Care Products Event Year Start: 2000 Event Year End: 2002 Courses: Introduction to Business, Principles of Management, Human Resource Management Subjects: Workplace Violence; Diversity; Organizational Subculture; Performance Documentation Case Description: An employee's husband made violent threats to the store manager of a Las Vegas shop specializing in skin care, makeup, fragrance, and hair care products of an international company. The manager wanted the employee terminated. The employee confessed that her husband also threatened her. The employee's personnel file contained no performance problems, but the store manager admitted that she had kept a separate file with such documentation. The Executive Director and the Director of Human Resource Management wondered what they should do.   Add   View  14 pp.  Teaching Note For use with TCJ 030102    East Side Bank: The Dilemma of Technology   Add   View  7 pp.  Case Author(s): C. Michael Drexel, Southampton College - L.I.U. Publication Date: Fall 2004 Geographic Setting: New York City Industry Setting: E-Banking Event Year Start: 2004 Event Year End: 2004 Description: Carol O’Reilly is the E.V.P. of a regional bank in the New York metro area. She is evaluating an investment in online banking as an extension of bank services. Her bank, East Side Bank, is one of the most productive in the U.S. In fact, it was named America’s most efficient bank in 1998. This became a cornerstone of their marketing strategy and they fiercely protected their efficiency ratio. She received a visiting contingent of bankers from Finland. Their use of technology and online banking was far more developed than most U.S. banks. Yet they were not nearly as efficient as the top U.S. banks. They discovered on their visit, that their cross selling had suffered as their online capability advanced. The U.S. bank customer was more profitable because they used multiple bank services and were willing to pay higher fees for the personal contact. Ms. O’Reilly’s dilemma was obvious. Should she commit to online banking or forego it to maintain close customer contact? Courses: Corporate Strategy Subjects: Marketing; Money and banking; International business   Add   View  10 pp.  Teaching Note    Enterprise Risk Management at Great Plains Energy   Add   View  28 pp.  Case Author(s): Karl B. Leggio & Marilyn L. Taylor, University of Missouri at Kansas City; & Jana Utter, Midwest ISO Publication Date: Fall 2006 TCJ ID: TCJ 030104 Geographic Setting: Kansas City, Missouri, USA Industry Setting: Energy Industry Event Year Start: 2002 Event Year End: 2005 Courses: Finance; advanced corporate finance; risk management Subjects: Enterprise risk management Case Description: This case looks at the design and implementation of a risk management strategy.   Add   View  24 pp.  Teaching Note For use with TCJ 030104

Everquest@#174;: Entertainment or Addiction?   Add   View  7 pp.  Case Author(s): Judith W. Spain, Eastern Kentucky University, Gina Vega, Merrimack College Publication Date: Spring 2005 Geographic Setting: Hudson, Wisconsin Industry Setting: Electronic games Event Year Start: 2001 Event Year End: 2001 Description: SONY Online Entertainment (SOE) was planning to release a new version, EverQuest II?, of its popular online game, EverQuest?. The first EverQuest? game was very successful financially, generating approximately $5 million/month in 2002 for SOE. However, some issues surrounding addictions and corporate responsibility were interfering with the new product launch. These problems revolved around several deaths in which the EverQuest? game had been implicated. The case focuses on the dilemma faced by the Vice President of Marketing prior to the new product release: How far must a company go to protect possible misuse of a product by consumers? Courses: Consumer law; Business ethics; Organizational behavior Subjects: Product liability   Add   View  9 pp.  Teaching Note    Exploring Strategic Change: A Case Analysis of the ConocoPhillips Merger   Add   View  22 pp.  Case Author(s): Kanalis A. Ockree, James Martin, and Richard Moellenberndt (Washburn University) Publication Date: Spring 2007 TCJ ID: TCJ 030201 Geographic Setting: United States Industry Setting: Petroleum Industry Event Year Start: 2001 Event Year End: 2005 Courses: Business Finance; Corporate Finance; Financial Management; Advanced Accounting; Financial Statement Analysis; Mergers and Acquisitions Subjects: Mergers and Acquisitions; Stockholder outcomes in M&A; Corporate Strategy; Return on Equity; Goodwill; Du Pont Model. Case Description: This is an illustrative case analyzing shareholder and accounting outcomes and legal issues resulting from a merger of two major publicly traded companies.   Add   View  34 pp.  Teaching Note For use with TCJ 030201    Hughes Family Furniture Store   Add   View  9 pp.  Case Author(s): Charles M. Carson (Samford University); Jonathan N. Ishee (Ish Moore Inc.) Publication Date: Fall 2007    Kio-Tek at the Portland Venture Capital Fair   Add   View  23 pp.  Case Author(s): Asbjorn Osland, San Jose State University; Howard Feldman, George Campbell, and William Barnes, University of Portland Publication Date: Fall 2004 Geographic Setting: Portland, Oregon Industry Setting: Venture Capital Event Year Start: 2001 Event Year End: 2001 Description: John Caldwell, president of Kio-Tek (KT), presents his company’s business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture Group. John’s presentation is included in the case as an exhibit. The case begins with a brief overview of the meeting and John’s presentation. The body of the case describes the question and answer period immediately following John’s presentation. Included in the case is a set of exhibits that John has handed out to the audience as supplemental information. These exhibits provide additional information on marketing, management, and financial issues facing the company and John refers to them throughout the question and answer period. The VC’s ask John a variety of questions in an effort to determine whether KT is an attractive investment opportunity. Courses: Entrepreneurship Subjects: Venture capital, Industry analysis, SWOT analysis   Add   View  11 pp.  Teaching Note    Microfinance Institutions in Transition: The Case of Fonkoze’s Transformation   Add   View  17 pp.  Case Author(s): Michael Tucker, Winston Tellis, Dina Franceschi Publication Date: Spring 2007 TCJ ID: TCJ 030204 Geographic Setting: Haiti Industry Setting: Microfinance Event Year Start: 2002 Event Year End: 2005 Courses: Undergraduate upper level finance Subjects: Microfinance; transformation; banking regulations Case Description: Fonkoze is the largest Microfinance Institution in Haiti whose clients are mostly poor women. The authors had access to documents and meetings of the organization for an extended period, and observed the growth of the organization from a single office to 21 branch offices. In so doing, their staff had to spend increasing time in fundraising so that they could make more loans to the existing and new customers. This case presents the decisions of the Board and the management to alleviate some of those problems. Against a backdrop of political and civil turmoil, the case could be instructive for students and instructors alike. The Board had to decide whether to apply for status as a regulated bank, or to transform into some other financial entity.   Add   View  17 pp.  Teaching Note For use with TCJ 030204    Pastor Karl at the Whitney Avenue Congregational Church   Add   View  10 pp.  Case Author(s): David O'Connell, St. Ambrose University Publication Date: Spring 2005 Industry Setting: Religious organization Description: This case presents the challenges facing a new pastor at Whitney Avenue Congregational church. For many years the church has seen declining membership. Karl, the new pastor, is expected to help foster growth, but as he has learned, some organization members fear that he may want to change more than they would like to see changed. Karl must decide how to conduct himself at the next church council meeting. He also must decide on an approach to effect positive change in the organization. Courses: Organizational Behavior; Principles of Management Subjects: Organizational culture   Add   View  22 pp.  Teaching Note    A Primer on Case Reviewing   Add   View  8 pp.  Article Author(s): James J. Carroll, Georgian Court University Publication Date: 2005 Description: This article provides perspectives on the academic review process, instructional cases, and suggests guidelines to follow when reviewing cases as part of the referee process. This paper provides an overview of the academic review process and describes the review processes for instructional cases. The processes of the CASE Association are provided as perspectives.    Professor Moore and the Demons of Review   Add   View  22 pp.  Article Author(s): Gina Vega, Salem State University; Barry Armandi (deceased), SUNY-Old Westbury; , & Thomas Leach, University of New England Publication Date: Fall 2006 TCJ ID: TCJ 030101 Geographic Setting: n/a Industry Setting: Academic Event Year Start: n/a Event Year End: n/a Courses: Case writing workshops; faculty development Subjects: how to handle reviewer comments Case Description: This is the third in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, receives mixed reviews on his case submission and learns how to respond to them in a positive way. The article is written as if it were a case; it is fictitious.    The R.C. Bigelow Tea Company Case Study   Add   View  37 pp.  Case Author(s): Laurence Weinstein, Sacred Heart University, Cindi Bigelow, R.C. Bigelow Tea Company Publication Date: Fall 2005 Geographic Setting: Fairfield, Connecticut Industry Setting: Beverage Event Year Start: 2005 Event Year End: 2005 Description: Ms. Cindi Bigelow, COO and third generation in her family to head the R.C. Bigelow Tea Company, located in Fairfield, CT, believed one strategy to move her business forward would be to attract a younger audience for her product line. Hot tea appeals primarily to women 45+ who typically drink the beverage for its soothing effects. A test market, designed to make hot tea more appealing to a college-age audience, was conducted at a nearby university by a Students in Free Enterprise (SIFE) team drawn from the chapter’s membership. Key words: Target audience, market segmentation, demographics, market research, promotion mix, advertising, copy development, media selection. Courses: Introduction to Marketing; Advertising Subjects: Market segmentation; Product (and packaging); Promotion (creative development and media selection); The use of market research to evaluate test market results   Add   View  25 pp.  Teaching Note    Reader’s Digest: Inform, Enrich, Entertain, and Inspire   Add   View  36 pp.  Case Author(s): Pauline Assenza & Alan B. Eisner, Pace University Publication Date: Fall 2005 Geographic Setting: Chappaqua, New York Industry Setting: Publishing Event Year Start: 2004 Event Year End: 2004 Description: After decades of successful expansion, The Reader’s Digest Association’s products were mature. With an average readership age for the flagship Reader’s Digest magazine of 50.3 in 2004, efforts to develop new products had so far failed to entice a significant number of younger customers. Following a financial downturn in 1996, positive financial results remained illusive. Several major changes instituted by Thomas O. Ryder, CEO since 1998, including acquisitions, re-capitalization, restructuring and systematic re-engineering of the corporate culture, had proven mildly successful, but RDA, as well as the entire publishing industry, faced a persistent decline in profitability. Could RDA fulfill its stated mission to create “products that inform, enrich, entertain and inspire people of all ages and cultures around the world”, and could it do this by continuing to rely on the 80-year old Reader’s Digest magazine? Courses: Business Policy; Business Strategy Subjects: Organizational strategy; Goals; Planned cultural changes   Add   View  15 pp.  Teaching Note    Reborn Kyoto NPO (houjin)   Add   View  18 pp.  Case Author(s): Cynthia Ingols & Erika Ishihara Publication Date: Fall 2006 TCJ ID: TCJ 030106 Geographic Setting: Kyoto, Japan and Boston, Massachusetts, USA Industry Setting: Non-profit Event Year Start: 2005 Event Year End: 2005 Courses: entrepreneurship; social entrepreneurship; & non-profit management Subjects: succession planning; growing a non-profit; a Japanese non-profit; business skills of Japanese non-profit leaders Case Description: Masayo Kodama, President, Reborn Kyoto NPO, believed foreign-aid food saved her and other Japanese from starvation after World War II. A half-century later, Kodama was determined to help others suffering in third world countries. She began by collecting medical supplies in Japan and taking them in emergency situations to Cambodia. After continued distribution of emergency supplies, Kodama developed a new vision: teach impoverished people how to “fish” and they would feed themselves and their children for life. With this vision, she decided to teach dress-making skills to people in third-world countries. Kodama recruited volunteers in Japan and these women, in turn, collected and prepared silk from kimonos. Japanese volunteer seamstresses took silk from kimonos, traveled to such places as Vietnam and Yemen, and taught people how to create clothes suitable for sale in western markets of Japan and the US. Kodama's mission inspired friends in Boston and Washington D.C. to organize and host Reborn Kyoto sales. Although the sale of products in the US and Japan, along with small grants and private donations, yielded subsistent revenues for the nonprofit organization, Kodama wondered how to build her organization and to find a replacement for herself with so few resources. The case requires students to analyze the interplay between an idealistic, non-business-oriented leader, her non-profit organization that she founded, and the values and   Add   View  17 pp.  Teaching Note For use with TCJ 030106    Sailing Through A Lull at Sabre Yachts   Add   View  27 pp.  Case Author(s): Thomas C. Leach, University of New England, Barry R. Armandi, SUNY@ Old Westbury, and Herbert Sherman, Southampton College ? Long Island University Publication Date: Spring 2006 Geographic Setting: South Casco, Maine Industry Setting: Luxury sail and power boat Event Year Start: 2001 Event Year End: 2001 Description: Derived from field interviews and secondary research, the case describes the dilemma that the Marketing Manager Bentley Collins of Sabre Yachts faces in developing a profitable marketing mix given the firm’s current product line, competitors, industry and national economic trends. Sabre had always been a niche boat builder. Their product line was divided into two distinct categories; sail boats and power boats. Their sailboats were targeted toward boaters interested in the comfort desired for cruising but also the capability of competitive racing while their power boats were designed to be modern yachts that could cruise 20 knots or better. A majority of sales came from the New England and Mid-Atlantic regions with only sporadic success in other areas. Bentley worried that slower phone traffic in Spring of 2001 would be indicative of slower sales and wanted to know what actions the firm should take to continue their regional growth as well as their push to become a more nationally-based firm. The case has a difficulty level appropriate for a junior or senior level course. The case is designed to be taught in one class period and is expected to require between five to seven hours of outside preparation by students. Courses: Marketing strategy Subjects: Marketing mix   Add   View  19 pp.  Teaching Note    TASER International, Inc. — Grappling with Growth   Add   View  24 pp.  Case Author(s): Susan K. Williams, Joe S. Anderson, Jack Dustman, and Scott D. Roberts, Roger Williams University Publication Date: Spring 2006 Geographic Setting: Scottsdale, Arizona Industry Setting: Personal protection Event Year Start: 2004 Event Year End: 2004 Description: TASER International, Inc. is one of the world's leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO of TASER International become aware of a highly critical article in Barron's. The article questions the legitimacy of their high stock price and casts doubt on their continued ability to grow. The case presents the company's counterarguments to the critical Barron's article, and asks for alternatives for TASER's next move into the relatively untapped consumer market with a new consumer-oriented product, the TASER X26C. The case resulted from lengthy in-person, email, and phone interviews with TASER's President, Tom Smith. In addition, the company and its products have been well publicized in the national business press and in the local newspapers. Further, product details and other information on TASERs and other less-lethal weapons has been published in numerous police and military sources. Finally, TASER International's website has been a rich source of supplemental information to support the writing of the case. Courses: Marketing Strategy Subjects: Market expansion; Public affairs   Add   View  16 pp.  Teaching Note    Threadneedle Eyes European Expansion   Add   View  27 pp.  Case Author(s): Wesley W. Marple, Northeastern University Publication Date: Spring 2006 Geographic Setting: London, England Industry Setting: Financial Institutions Event Year Start: 2000 Event Year End: 2000 Description: Threadneedle Investments, a leading UK Investment management company, was engaged in strategic discussions about future growth in its retail mutual funds business. The firm's Vice Chairman, Alan Ainsworth, was leading the discussion of strategic alternatives. The following options were being considered: expanding distribution of its funds in the UK by distributing directly; expanding its presence in the UK through the independent financial advisor (IFA) network; and/or building a larger presence in Germany, where Threadneedle was already established. The case takes place in June 2000 and draws much of its rationale and immediacy from the great bull market of the 1990’s and the arrival of a new millennium. Investors were looking for new investment media to capture these returns. The case is based on field research including conversations with Mr. Ainsworth and his associates, internal company documents, interviews with experts in the field and library research. Courses: Investment banking; International finance Subjects: Market expansion; Market channels   Add   View  19 pp.  Teaching Note    To Palletize or Not to Palletize?   Add   View  7 pp.  Case Author(s): Gary Clendenen, Siena College, John Mark Hutchins, ETOX Publication Date: Spring 2006 Geographic Setting: Tyler, Texas Industry Setting: Manufacture and distribution of acetylene gas Event Year Start: 2001 Event Year End: 2001 Description: East Texas Oxygen (ETOX) delivered high-pressure cylinders of gases such as oxygen and nitrogen to twelve wholly-owned branches scattered throughout East Texas and Louisiana. Employees loaded and unloaded individual high-pressure cylinders off of and onto trailers manually and the firm had never had a related accident. Robert Jenkins had been challenged to decrease the cost of supplying the branches with cylinders and other supplies. He was considering recommending the palletization of delivery operations which required numerous changes within the organization. This case required students to determine the best routing for the delivery truck(s) and to determine whether or not the number of trucks and drivers could be reduced under palletization. Students were then required to do a capital budgeting analysis and make a recommendation of whether or not to palletize. Courses: Operations management; Management science; Decision making Subjects: Time value of money; Integer-programming; Capital budgeting   Add   View  12 pp.  Teaching Note    Trouble in Chocolate Town: A Look At Hershey Foods Corporation   Add   View  16 pp.  Case Author(s): Terence P. Curran, Linda L. Richardson, and Andrea E. Smith-Hunter, Siena College Publication Date: Fall 2004 Geographic Setting: Hersey,Pennsylanvia Industry Setting: Confectionary industry Event Year Start: 2001 Event Year End: 2002 Description: This case presents an overview of the confectionary industry, a description of the Hershey Foods Corporation, and a look at the company’s strategies and the impact of these strategies. The case focuses on the unintended consequences that result from the implementation of dramatic new strategies for a company and what occurs in a company town that displays a very strong paternalistic culture. Some analysts had previously thought that Hershey's profitability and its close relationship with the town, the trust and the school made the company untouchable, but events proved otherwise. After reading this case, the reader will feel compelled to answer the following questions. What is the best strategy for future growth of Hershey? How important is organizational culture on a corporation's strategic direction? Should the company indeed be sold to a larger corporation? Courses: Undergraduate Business Policy and Strategy Subjects: Strategy formulation; Implementation; Evaluation and control processes   Add   View  6 pp.  Teaching Note    A TROUBLED TIME IN THE COURTYARD   Add   View  20 pp.  Case Author(s): Arthur Sharplin and John A. Seeger (Bentley College) Publication Date: Spring 2007 TCJ ID: TCJ 030203 Geographic Setting: Austin, Texas Industry Setting: property management, real estate, land development, housing Event Year Start: 1983 Event Year End: 2001 Courses: Business ethics; corporate culture; non-profit organization management; strategic management; public policy; law; real estate Subjects: Real estate; law; business ethics; property management; public policy; corporate culture; non-profit management; not-for-profit management; managing volunteers; corporation structure; non-profit organizations; social responsibility; stakeholder analysis. Case Description: The Courtyard Homeowners Association, Inc. (CHAI) was the governing corporation for a 315-home development in Austin, Texas. In early 2001 Earline Wakefield took over as president and resolved to “restore the spirit” of the neighborhood. Two of her directors, both lawyers, had a history of success in expanding neighborhood rights to so-called “Common Area,” especially that along picturesque Lake Austin. But when they collaborated in 1998 to construct a walkway along the lakefront behind the twelve lots they met stern resistance from those wealthy, sophisticated owners. An intense political and legal contest ensued. The case was referred to arbitration, culminating in enjoinment of the walkway and costing CHAI and its errors and omissions (E&O) insurer an estimated $350,000. One of the lawyers, then president, immediately promised to extend the decision to the other six families, but not to pay their legal costs. Taking office soon afterwards, Wakefield signs a document she thinks will carry out this promise. But two of the six families affected object to the document and hire a prominent Austin attorney, who contacts Wakefield. As she prepares for the August 2001 board meeting, Wakefield   Add   View  14 pp.  Teaching Note For use with TCJ 030203    The “Yellow Snow” Dilemma: A Capital Budgeting Case   Add   View  7 pp.  Case Author(s): Brian A. Maris & Larry Watkins, Northern Arizona University Publication Date: Fall 2006 TCJ ID: TCJ 030103 Geographic Setting: Northern Arizona, USA Industry Setting: Ski Resort Event Year Start: 2002 Event Year End: 2003 Courses: Corporate Managerial Finance, Cases in Corporate Finance or Financial Management, and in MBA finance courses (such as Business Finance or Cases in Corporate Finance) Subjects: Capital budgeting with risk Case Description: Arizona Snowbowl, a ski area located in northern Arizona, experienced several years of inadequate snowfall resulting in both operating losses and negative cash flows. The CEO had to decide whether to commit $750,000 for an Environmental Impact Statement (EIS) related to a proposed snowmaking project that uses reclaimed wastewater. The estimated cost of the project, including the EIS, was 19.77 million dollars. Given that the Snowbowl was located on U.S. Forest Service land, Forest Service approval was required. Data for this case were obtained from the EIS that the Snowbowl submitted to the U.S. Forest Service (USFS). Estimated skier days, revenue levels, capital costs and interest rates are provided to facilitate the decision modeling process. Students are expected to analyze the financial information and decide whether or not undertaking the EIS project is cost effective while taking into account the possibility that the regulatory and legal system might not allow the project to go forward. The case is of moderate difficulty. It is expected that students will spend approximately four hours analyzing the case and that the case can be covered in 75 minutes of class time.   Add   View  12 pp.  Teaching Note For use with TCJ 030103

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