COBE CASEBANK ETHICS, CORPORATE SOCIAL RESPONSIBILITY, AND SUSTAINABILITY ISSUES IN BUSINESS

The following document contains a brief description of some 75 cases dealing with the above-mentioned issues in a business context, divided into separate categories, which represent the main substantive area involved in the case. Several of the ca1ses involve issues which cross the boundaries of different disciplines and are listed two or2 three times. These cases can all be accessed and viewed for free (by faculty, after registration) at the CasePlace website. http://www.caseplace.org/ Many of the cases also have a teaching note, which gives helpful suggestions for preparing and teaching the case. Then if the instructor wants to use the case in class, generally the rights must be purchased from the university which developed the case, although some are free to use.

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

Standards
Source: Harvard Business School Year: 2011 Number of pages: 33 Authors: Karthik Ramanna, ; KarolMisztal; Daniela Beyersdorfer Abstract: What are the major challenges to the continued growth of IFRS worldwide? Should countries be encouraged to pursue "full adoption" of IFRS or should each country determine its own IFRS "convergence" strategy? Given the limitations of governance and information-intermediation institutions worldwide, should IFRS limit the use of fair-value accounting? How should the IASB respond to the growing power of emerging markets such as China in international standard setting? What lessons can be learned from the growth and development of IFRS for international harmonization of corporate governance standards more broadly? This case first describes the IASB's major accomplishments over the 2001-2010 period and then outlines the major challenges to the continued growth of IFRS as it enters its second decade. Download: http://www.caseplace.org/d.asp?d=6065

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2. Batson International, S.A. (A, B, C)

Source: Harvard Business School Year: 2010 Number of pages: 8, 2, 3 Author: Hawkins, David F. Abstract: Management seeking to make up a shortfall in interim period earnings is seeking an accounting solution to close the gap. Helps students gain an understanding of interim financial reporting practices under U.S. GAAP and IFRS, as well as discuss ethical issues involved in the case.
Download: http://www.caseplace.org/d.asp?d=5805

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

3. Asis Electronics
Source: Richard Ivey School of Business Year: 2011 Number of pages: 3 Authors: Lane, Henry W.; Wesley, David T.A. Abstract: The controller for Asis Electronics, a subsidiary of a European-based corporation, became concerned that Asis may have over-invoiced the government. After he is asked to sign the annual compliance document he must decide whether or not to report the irregularities through established protected communications channels that ensured confidentiality. The case is used in conjunction with International Farm Equipment Co., product #9B11M056, to introduce the Foreign Corrupt Practices Act (FCPA) and discuss its impact on corporations and managers. Download: http://www.caseplace.org/d.asp?d=6259

4. The Benefits and Costs of Corporate Social Responsibility

Source: Business Horizons Year: 2010 Number of pages: 9 Authors: Maines, Laureen A.; Sprinkle, Geoffrey B. Abstract: Our goal in this article is to provide some guidance for organizations that wish to assess the benefits and costs of CSR. Knowledge of these benefits and costs can inform managers' decisions on their companies' positions on CSR and provide input on CSR endeavors. Because accounting plays a vital measurement role in organizations, we focus on the interplay between accounting and corporate social responsibility.

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

5. The Investment Bank Job: The U.S. Securities and Exchange Commission v. Goldman Sachs
Source: Kenan Institute for Ethics at Duke University Year: 2011 Number of pages: 18 Author: Schrieber, Andrew Abstract: On April 16, 2010, the Securities and Exchange Commission (SEC) charged Goldman Sachs and Vice President Fabrice Tourre with defrauding investment client ACA Management LLC (ACA) through the preparation and marketing of a financial product linked to subprime, or second-rate, mortgages. This financial instrument, entitled Abacus 2007-AC1 (Abacus), had been created specifically for an institutional client, John Paulson, the manager of the hedge fund Paulson & Company. When Goldman traders met with ACA they presented an array of possible mortgage investments from which ACA could select. As was made apparent in the subsequent S.E.C investigation, however, during its interactions with ACA, Goldman deliberately misled the company to believe that Paulson & Company was also investing in Abacus. In actuality, Paulson & Company was making the opposite investment wager, with the expectation that Abacus would lose money. Paulsons firm, with Goldmans assistance, was betting that the housing market would collapse. Coming on the heels of the financial crisis, this behavior epitomized to many the erosion of integrity within the financial industry that had occurred following the regulatory reforms in the 1980s and late 1990s. Observers point to a number of changes over those decades that contributed to a fundamental, and negative, shift in internal practices and organizational culture. These changes include a shift from the partnership model toward the publicly traded bank and a loosening of governmental regulatory reins. This case study examines the evolution of the modern financial industry and the organizational and structural shifts within Wall Street banks that led to the case against Goldman Sachs. Download: http://www.caseplace.org/d.asp?d=6126 This item is available from The Kenan Institute for Ethics. A Teaching Note is also available

6. South Side Restaurant's Low Carbon Wine List

Source: Richard Ivey School of Business Year: 2011 Number of pages: 12 Author: Valente, Michael

Abstract: The owner of South Side Restaurant, a mid-upper class restaurant located in Chicago, Illinois, must decide which of the three bottles of wine to add to the restaurant's wine list. Given the restaurant prides itself on its environmental and social positioning and that its consumers have come to expect performance in this area, the wine's carbon footprint represents an important decision criterion. South Side Restaurant is a for-profit restaurant and the owner must balance this environmental criterion with short- and long-term financial return. This case assists students in understanding the business and supply chain implications of climate change and how to incorporate climate change risk into business decisions. Students have to calculate the carbon footprint of the three bottles the owner is considering and work this in to their decision. Students will need to decide which bottle of wine to choose by considering both environmental and financial criteria and the impending effect of the former on the latter. The case is intended for an 80-minute class and is particularly relevant in a supply chain management course, and environmental accounting course or a general management course covering business decision-making. The case is also valuable for specialized courses such as business and sustainability, corporations and society, business and climate change and business ethics. Download: http://www.caseplace.org/d.asp?d=6200

Business Ethics--General
1. Exit Strategy (A)
Source: Harvard Business School Year: 2011 Number of pages: 10 Authors: Rose, Clayton; Lelchuk, Justine Abstract: Jeff Brown wondered whether now was the right time to call his boss, and friend, Bernard Tubiana. Brown was a rising star at Deloitte Consulting and three weeks into an important project for Aflac. He was about to receive an offer from Aflac's major competitor, Colonial Life, to become its Chief Marketing Officer, a fact that could cause problems with his boss and jeopardize his bonus. Explores the practical and ethical issues involved in considering how best to exit a service-oriented firm when there are substantial client conflict issues. This item is available for purchase from Harvard Business Publishing Reference #: 311075

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

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

3. Business Schools: A Failing Grade on Ethics

Source: Business Week Year: 2009 Author: Gentile, Mary C. Abstract: Whether you were among those who lauded the clarity of President Barack Obama's inaugural address, or those who bemoaned the lack of "quotable quotes," most listeners heard his call for an "era of responsibility" loud and clear. In fact, when he turned to the topic uppermost on our minds the economic downturn he plainly stated that our current woes are the result not only of "greed and irresponsibility on the part of some," but also, and more importantly for our path out of this mess, the "collective failure to make hard choices" by the rest of us. Interestingly, this analysis is the blueprint for redressing what has gone wrong in business education over the past decades. Download Case Here: http://www.businessweek.com/bschools/content/feb2009/bs2009025_129477.htm

4. Business Ethics as Competitive Advantage for Companies In the Globalization Era

Year: 2006 Number of pages: 8 Author: Azmi, Rania Ahmed Abstract: Companies are dedicated to being sustainable organizations through building long-term shareholder value while being a responsible corporate citizen. It is globally believed that the only way to achieve that is to incorporate economic, social and environmental codes of conduct into business strategy. Furthermore, global expansion has brought about greater involvement with different cultures and socioeconomic systems. With this development, ethical considerations become more important. Thus, the importance of building a strong ethical culture is integral to the reputation, growth and finances of any organization. It builds a brand that attracts the best talent and creates trust among the stakeholders. Although companies are primarily business organizations run for the benefit of shareholders, they have a wide-ranging set of responsibilities to their own suppliers, customers and employees, to the communities in which they are located, and to society at large. Most corporations recognize these responsibilities and make a serious effort to fulfil them while trying to utilize their business ethics as a source of competitive advantage. This has been defined as the hidden logic of business ethics. This research will explore the growing issue of business ethics particularly as a competitive advantage. We will also analyze business ethics as a threat to business competitiveness, when ethical failure diminishes the reputation of a company and its products, locally and globally. In certain markets

companies records of positive or negative ethical conduct determine their licence to operate in some markets Download: Business Ethics as Competitive Advantage.pdf

5. Survey: CEOs See Sustainability Shifting From Discretionary Choice to Corporate Priority
Source: In Good Company: Vaults CSR Blog Year: 2010 Number of pages: 4 Abstract: (no abstract but Bixby has the article)

6. Blowing the Whistle on Workplace Misconduct

Source: Ethics Resource Center Year: 2010 Number of pages: 16 Download Case Here: Business Ethics Generally\ERC--WhistleblowerWP.pdf

7. Ethics Toolkit
Source: Ethics Resource Center A series of cases, articles, etc.

8. Teaching Ethics, Heuristics, and Biases

Source: Journal of Business Ethics Education Year: 2004 Number of pages: 15 Author: Prentice, Robert Abstract: Although economists often model decision makers as rational actors, the heuristics and biases literature that springs from the work of Nobel Prize winner Daniel Kahneman and his late colleague Amos Tversky demonstrates that people make decisions that depart from the optimal model in systematic ways. These cognitive and behavioral limitations not only cause inefficient decision making, but also lead people to make decisions that are unethical. This article seeks to introduce a selected portion of the heuristics and biases and related psychological literature, to highlight its implications for ethical decision making, and to serve as the basis for a lecture that could inform students regarding these matters. If business actors are on guard against errors in their own decision making processes, perhaps they can avoid some of the ethical pitfalls that recently put Enron and so many other companies in the news.

9. Building the Business Case for Ethics

Source: Business Roundtable Institute for Corporate Ethics Year: 2006 Number of pages: 15 Author: Krehmeyer, Dean, Joshua Margolis, James Walsh Abstract This report, from a respected organization composed of executives of the largest multinational corporations, describes and examines the results of many studies concerning the relationship between a corporations emphasis on ethics and social responsibility and its financial success, and finds that a positive relationship has been found in the great majority of studies. A PDF version of this document can be found on the Institute Web site at: http://www.corporate-ethics.org/pdf/business_case.pdf

10. The Shakedown: Should Customer Strategy Solutions Pay Off the Tax Officials?
Source: Harvard Business Review Year: 2005 Number of pages: 5 Author: Bodrock, Phil Abstract: Customer Strategy Solutions, a California-based developer of order fulfillment systems, is facing a shakedown. Six months after the firm's CEO, Pavlo Zhuk, set up a software development center in Kiev, local bureaucrats say the company hasn't filed all the tax schedules it should have. Moreover, Ukrainian tax officials claim that the company owes the government tax arrears. Zhuk is shocked; he and his colleagues have done everything by the book. This isn't the first time Zhuk has encountered trouble in Ukraine. In the process of getting the development center up and running, a state-owned telecommunications utility had made it difficult for Zhuk to get the phone lines his company needed. Senior telecom manager Vasyl Feodorovych Mylofienko had told Zhuk it would take three years to install the lines in his office-but for a certain price, Mylofienko had added, the lines could be functioning the following week. Even as the picture of rampant bribery and corruption in Ukraine becomes clear, Zhuk still doesn't want to pull out. Of Ukrainian descent, he has dreams of helping to modernize the country. By paying his programmers more than they could make at any local company, he hopes to raise their standard of living. And yet, he isn't sure he can keep compromising his principles for the sake of the greater good. Should Customer Strategy Solutions pay off the Ukrainian tax officials?

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

Business & Society & Stakeholders

1. PepsiCo's Turning Point: Establishing a Role in a Sustainable Society
Source: Richard Ivey School of Business Year: 2011 Number of pages: 22 Author: Valente, Michael Abstract: In early 2011, PepsiCo, one of the world's largest food and beverage companies, is undergoing immense criticism for its role in social and ecological issues associated with the food system. Major health issues including obesity, heart disease and diabetes, not to mention environmental issues, such as excessive packaging and waste, have encouraged PepsicCo's chief executive officer (CEO) to rethink the company's strategy. The CEO feels that PepsiCo has a "responsibility to develop solutions to key global challenges, such as obesity." Doing so would require a deep reflection of PepsiCo's positioning in the marketplace in light of the many products they provide that currently contradict this very objective. The case chronicles the overarching incommensurability of the interests of the food and beverage industry and those of society. Written for courses in business strategy, business and society, and marketing, the case describes the motivations of companies such as PepsiCo to overcome the underlying growth constraints of the food industry, the result of which has precipitated an onslaught of social and ecological issues seen in today's society. The case pushes students to flesh out strategic alternatives for PepsiCo that vary based on the degree to which finding solutions to social and ecological issues become central to their core strategy. Download: http://www.caseplace.org/d.asp?d=6135

2. Privacy Issues and Monetizing Twitter

Source: Richard Ivey School of Business Year: 2011 Number of pages: 17 Authors: Compeau, Deborah; Haggerty, Nicole R.D.; Fraiha, Shady Abstract: It was early 2010, and the Twitter Trio, the founders of Twitter, were faced with a changing market situation and a pressure to make money. Twitter was a free service that had been operating without a viable business plan since 2006. In early 2010, Twitter was still not making enough money and it was time Twitter showed real return on investment. The trio had to

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

3. Samarco: The Role of Businesses in Empowering People

Source: Social Enterprise Knowledge Network Year: 2011 Number of pages: 24 Authors: Fischer, Rosa Maria; Borba, Paulo Da Rocha Ferreira; Mendonca, Luciana Rocha de; Bose, Monica; Novaes, Elidia Maria Abstract: Samarco produced iron ore pellets used for making steel. In 2003, the company had a 17% share of the global market of the product. At the time it had 1,286 employees, split between its units in Germano, in the State of Minas Gerais, and Ponta de Ubu, in the State of Esp rito Santo.The two units were linked by an ore conveyor 396 km long, with a maximum carrying capacity of 15.5 million tons a year. The company's mission was "to be a Brazilian supplier of high quality iron for the global steel industry, creating value for all its stakeholders". In line with this guideline, between 1997 and 2003, Samarco coordinated and financed the Bento Rodrigues Popular Environmental Education program. The aim was to contribute to the development of the community living in the Bento Rodrigues district, by gaining the commitment of the residents for identifying community problems and seeking solutions that might increase local development. In spite of the reach of concrete results, after the end of the direct intervention undertaken by the company, a decline in the participation of the community was perceived, along with the discontinuity of the actions begun. In 2003, the need to build a second ore conveyor provided Samarco with a new opportunity for interacting with the communities. Its prior experience with the Bento Rodrigues Popular Environmental Education Program caused the Environment Manager to propose a new social project concept for the company, called the Social Responsibility Education and Communication Program - PROECOS. This program, to be implemented in partnership with GAIA (Group for Interdisciplinary Application to Learning) had broad objectives: to improve the company's image; to involve the communities in the preparation of sustainable social-environmental projects and to build a network of partners for meeting local demands and proceeding with development actions after the end of the company's involvement in the Program. For other managers, however, simpler technical projects had achieved more satisfactory results and would be more in line with the company's business strategy. So, why not continue to pursue projects already tried and tested rather than betting on such extensive and complex ones? These fierce internal controversies culminated in a dilemma as to whether or not the company's way of operating socially should be changed. Download: http://www.caseplace.org/d.asp?d=6201

4. Suncor's Political Role in Fort McMurray

Source: Richard Ivey School of Business Year: 2011 Number of pages: 12 Author: Valente, Michael Abstract: In the midst of massive growth in the oil sands, Suncor's chief executive officer (CEO) is growing concerned about the local government's inability to cope with unprecedented growth of oils sands development in Fort McMurray, Alberta. Crime, prostitution, drug use, social inequality and ecological deterioration have begun to cripple Fort McMurray and the surrounding area largely because the local government has been unable to support the massive growth with appropriate public services and environmental protection. As part of a major oil and gas company in the region, the CEO is aware of the harsh lessons learned by Shell in Nigeria in 1995, where the company's reluctance to get involved in political activities led to a massive boycott and tarnished reputation. The CEO is concerned that inaction may hold Suncor complicit in the social and ecological issues in the region. The case illustrates the need for companies to take on political responsibilities, in this case through the active engagement of addressing public service gaps. Written for courses in business and society, stakeholder engagement, public administration, public-private partnerships, strategic management, and negotiations, the case chronicles the motivations of companies such as Suncor to address public service gaps to avoid negative impacts on the firm. Students engage in a role-play representing six different stakeholders, the objective of which is to begin a process of engagement to collectively address the social and ecological issues plaguing the region. The case helps students recognize the growing prevalence of private sector involvement in political affairs and the difference between stakeholder management of and stakeholder engagement with seemingly adversarial stakeholders, the latter of which is critical to collaboratively respond to the complexity of sustainable development.

Corporate Social Responsibility

1. Tata: Leadership With Trust
Source: Richard Ivey School of Business Year: 2010 Number of pages: 31 Author: Branzei, Oana Abstract: The case illustrates the opportunities, challenges and trade-offs involved in the design, evolution and institutionalization of corporate social responsibility (CSR) and corporate sustainability (CS) within the Tata Group an India-based indigenous multinational enterprise (MNE) with a unique 140-year old commitment to the community as the key stakeholder of business. Despite the 2008-2009 global recession, the Tata Group topped the economic value creation charts. In 2008-2009, the Group had grossed US$70.8 billion in revenues; 64.7 per cent of the Groups revenues were now coming from outside India. Its 96 independent companies

spanned seven sectors: information systems and communications, engineering, materials, services, energy, consumer products and chemicals. Economic turbulence had put a break on social and environmental investing for many other companies, but renewed Tata Groups commitment: the Group had recently revised its charitable giving, adopted a group-wide climate change policy, and separated its mandatory and voluntary initiatives. The case deals with the intricate connections between the Groups profitability and competitiveness on the one hand and its long-standing tradition of social responsibility on the other. It explores value-creation, leadership, ethics and sustainable development on the backdrop of rapid internationalizations and shifting stakeholders' expectations for corporate social responsibility. Download: http://www.caseplace.org/d.asp?d=5014

2. Accepting Responsibility Responsibly: Corporate Response in Times of Crisis

Source: Ethics Resource Center Year: 2011 Number of pages: 26

3. Winds of Change: Corporate Social Responsibility in China

Source: Ivey Business Journal Year: 2011 Number of pages: 4 Authors: Sarkis, Joseph; Ni, Na; Zhu, Qinghua Abstract: Chinese companies are not the standard setters when it comes to Corporate Social Responsibility. But, contrary to many published reports, they are implementing and following best practices, some of which Western companies have been using for some time. These authors offer an up-to-date assessment of the successes and frustrations of CSR in China.

4. Solutions Care Association: Developing an Integrated CSR Strategy

Source: Richard Ivey School of Business Year: 2011 Number of pages: 19 Author: Veleva, Vesela Abstract: This case focuses on Solutions Care Association (SCA) - a nonprofit health care organization established in 2000, which quickly became a leader in environmental stewardship and social responsibility. With headquarters in Glenbrook, Nevada, the company had a strong mission and socially responsible culture, which helped attract talent and launch social and environmental initiatives. Despite its numerous achievements and awards, however, there was limited awareness internally and externally about these initiatives and their impact on business

and society. In addition, the company did not have a comprehensive way to track and report these achievements. As an emerging leader of the integrated health care plan in the United States, Solutions Care Association had both the responsibility and the opportunity to be a model of what American health care should look like. With growing concerns and scrutiny of the health care industry, there was no better time for Solutions Care Association to continue to strengthen its leadership position in addressing key social and environmental problems, such as providing affordable health care, reducing climate change impacts, phasing out toxic chemicals and creating a safe, culturally sensitive and supportive environment for employees, patients and suppliers. The overall goal of the case is to use the provided information from a comprehensive company assessment to identify a few key areas where Solutions Care Association can focus and demonstrate industry leadership while also supporting the bottom line. A set of key questions is included to guide students' discussion around critical issues for building an integrated CSR strategy for Solutions Care Association, considering its culture, structure and present level of corporate citizenship management.

5. Esquel Group: Building a Sustainable Partnership with Cotton Farmers in Xinjiang (A, B)
Source: Harvard Business School Year: 2010 Number of pages: 9, 7 Authors: Sebenius, James K.; Qian, Cheng Abstract: Esquel Group, leading manufacturer of quality shirts, sought to negotiate long-term partnerships with often-exploited farmers in Xinjiang (western China) to procure a superior cotton variety. Seeking to secure a large supply of specialty cotton in an ethical and socially responsible fashion, Esquel undertook a major 2002 initiative to negotiate value-creating contracts among itself, local Xinjiang municipal governments, and cotton farmers. Aware that contract enforcement in China can be challenging, Esquel offered the region's poor, oftensuspicious farmers attractive advanced financing, guaranteed minimum pricing, and other generous terms in return for an agreement to sell their crop exclusively to Esquel. The case concludes with the specialty cotton harvest shaping up as very good while demand for the premium cotton fiber appears to be stronger than ever.

6. UBS and Climate Change: Warming Up to Global Action?

Source: Harvard Business School Publishing Year: 2007 Number of pages: 18 Authors: Oberholzer-Gee, F; Reinhardt, Forest; Raabe, E Abstract: Marco Suter, Executive Vice-chairman, UBS Board of Directors, carefully studied the chart on his desk. It showed the public commitment of major financial institutions to help mitigate global warming. Evidently, UBS lagged behind its competitors. The graph was part of a

report that environmental specialists and senior executives at UBS had compiled. It suggested the company adopt a more progressive policy on climate change. Suter thought about the options that the working group had generated. These ranged from stabilizing the company's current carbon emissions to complete carbon neutrality. The UBS Corporate Responsibility Committee would meet early next week. Suter wondered which option he should support. The teaching purpose is to decide whether UBS should go beyond its legal obligations to help mitigate climate change. Allows discussion of the likely strategic effects, if any, and the desirability of committing a company to standards that are more stringent than what is required by law. There is also an interesting question as to how UBS should reduce carbon emissions if it chooses to do so. Many environmentalists would like companies to reduce their energy consumption, but for UBS, it would be more cost-effective to purchase carbon certificates that are traded in over-the-counter markets.

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

Economics
1. Renewable Energy in China: A Necessity, Not an Alternative
Source: Knowledge at Wharton Year: 2009 Number of pages: 4 Author: Chen, Joshua, Walter Czarnecki, Emily Di Capua, Mark Julien, Kathie Koo, and Denis Zaviyalov

2. The Rent-to-Own Industry

Source: Richard Ivey School of Business Year: 2004 Authors: Keim, Gerry; Schuler, Doug Abstract: The rent-to-own industry is a four billion-dollar industry that rents appliances, furniture and electronic goods to customers. There is a potential threat to the rent-to-own industry as a result of an article in a national newspaper that accused the industry of taking advantage of poor consumers. Law makers and politicians were becoming active on the issue and the industry must formulate a response. Would the public really care enough about the rent-to-own industry for new laws to be passed that would change their operations? This case deals with the relationship between business, government and society and implications of public perception.

3. Denmark: Globalization and the Welfare State

Source: Harvard Business School Year: 2010 Number of pages: 24 Authors: Daemmrich, Arthur A.; Kramarz, Benjamin Abstract: This case describes how Denmark has balanced the impacts of globalization, including outsourcing and movement of labor with its social welfare offerings. Reforms implemented during the past two decades drove down unemployment, promoted new company formation, and put the country at or near the top of international polls on the ease of doing business. The case describes how Danes forged a consensus that embraced international trade and outsourcing while supporting continuous upgrading of workplace skills. In April 2009, the new Prime Minister, Lars L kke Rasmussen, is balancing short-term responses to a global recession against longerterm planning for the Danish labor market and macroeconomy. Can Denmark keep its borders open to the free movement of goods, services, and labor while also sustaining the breadth of its welfare offerings?

4. Monsanto Europe (A, B)

Source: Richard Ivey School of Business Year: 2009 Number of pages: 15, 7 Authors: Wesley, David T.A.; Lane, Henry W.; Spital, Francis Abstract: Monsanto, one of the world's largest producers of commodity chemicals, had decided to focus its operations on the biotechnology and pharmaceutical industries. The first shipment of genetically modified soybeans arrived in Europe in November of 1996. Genetic engineering promised to reduce the use of pesticides and curtail world hunger. Therefore, Monsanto was dismayed at the powerful opposition that developed over the next few years. A series of food safety concerns, the foremost being mad cow disease, only added to consumer skepticism. The company must examine its strategy and the relationships with key stakeholders (including governments, farmers, industry groups, environmentalists, grocers and consumers). The (A) case provides background on Monsanto, their corporate strategies and the climate in which they introduced genetically modified products in the United States and Europe. The supplement Monsanto (B), product 9B02A008, focuses on the roles of government and other regulatory bodies in the acceptance of genetically modified products.

Employment
1. An Intern's Dilemma
Source: Harvard Business School Year: 2011 Number of pages: 3 Authors: Sucher, Sandra J.; Preble, Matthew Abstract:

An HBS student is asked to misrepresent himself during the course of his summer internship by his employer in order to obtain data from industry competitors. Demonstrates an ethical dilemma faced during summer employment and how it was resolved. This item is available for purchase from Harvard Business Publishing Reference #: 611041

2. An English Teacher in South Korea

Source: Richard Ivey School of Business Year: 2011 Number of pages: 5 Authors: Fitzsimmons, Stacey R.; Shantz, Paul Abstract: Bert took a position to teach English in South Korea after graduating with his business degree from a Canadian University. It was his second time teaching English in South Korea, and since he had a fantastic experience the first time, he took a second position without doing a lot of due diligence before arrival. Soon, however, he realized that a city tax was being deducted from his pay, and he had suspicions that his boss was making up the city tax, in order to deduct money from the English teachers' pay. Since Bert's visa to stay in the country was tied to his employer, he could not look for a new employer, nor could he effectively find legal recourse against his employer, because foreign teachers had few rights in South Korea. This case was designed to be used in an undergraduate organizational behaviour, business ethics or international management course. It was written using casual language and a firstperson perspective because the main character is only a few years older than the students in a typical undergraduate classroom, so many of them will relate to the main character and his experiences in this situation.

3. Dealing with Problem Employees: A Legal Guide for Employers

Source: Business Horizons article Year: 2011 Number of pages: 12 Author: Plump, Carolyn M. Abstract: One of the more difficult responsibilities of employers is dealing with problem employees. Employee misconduct and poor performance can lead to productivity issues, morale problems, and inferior quality products. For these reasons, it behooves employers to address performance issues rather than allow them to fester. By understanding which federal employment laws can be triggered when making employment decisions, avoiding common mistakes in applying these laws, and implementing key policies, employers can provide structures in the workplace that allow them to address problems effectively and minimize their legal exposure.

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

Source: Business Horizons article Year: 2011 Number of pages: 8 Author: Tepper, Bennett J. Abstract: Over the last 10 to 15 years, a disturbing number of well-publicized cases of unethical worker behavior have made national headlines. These events have been associated with tragic consequences: countless people have lost their jobs and the associated health insurance and retirement benefits on which they depended; investors have lost their nest eggs; and the trust in the corporate world that is so critical to a thriving economy has been sullied. Pundits have offered simple explanations for these events (e.g., greed) and equally simple solutions (e.g., punish the wrong-doers). In this article, I draw attention to a trigger of unethical work behavior that has received less attention than is warranted: pressure to behave unethically (PBU) perpetrated by organizational authorities. Many instances in which employees violate ethical standards reflect acquiescence to managerial pressure. Herein, I introduce a comprehensive approach to reduce the frequency with which managers execute acts of PBU. My approach draws on a recent influence framework to target managers' motivation to perform PBU, and ability to achieve personal and organizational goals without resorting to PBU. ALERT: Also relevant to employment issues is Exit Strategy

Entrepreneurship
1. Royal Rentals: First Hires and Fundraising
Source: Center for Entrepreneurship at the University of Michigan Year: 2011 Number of pages: 11 Authors: Lee, Moses; Goldstein, Amy Abstract: This case analyzes several issues faced by a typical startup: fundraising, founder and early employee relationships, and appropriate equity /cash compensation. Most early stage companies do not have significant cash flow, and as a result, cannot compensate early employees with a traditional salary or benefits. This can be particularly challenging for those with significant financial and family obligations. This case study focuses on the challenges that Michael Rose, founder of Royal Rentals, faced when his first hire, Jerry Andrews, decided to stop working full time. Michael and Jerry had been working hard to develop the business concept of Royal Rentals and were beginning the process of raising funds to start the company. However, Jerry needed cash compensation because he had a family to support and two children in college. Consequently, he took a full time job with a different company, and offered to continue to work on Royal Rentals in a limited role as a parttime consultant. This news was startling and discouraging for Michael. Just as Jerry was torn between his commitment to the company and the welfare of his family, Michael was torn between his loyalty to Jerry and the good of his company.

The issues that Michael must address are 1) How to deal with Jerry and 2) How Jerrys decision will impact his ability to raise funds and 3) How much funding to raise, if any, and from whom? The teaching points of this case are the following: Understand how personal circumstances, goals, and expectations play into negotiating equity, compensation, and roles/responsibilities between founders and early employees. Consider how personnel and business challenges affect your ability to raise funds.

2. Privatization of the Tiger Leaping House in Nanjing, PRC

Source: Richard Ivey School of Business Year: 2011 Number of pages: 6 Author: Grainger, Stephen Abstract: The Liang family, experienced family hoteliers in China, had to leave the mainland under the pressure of the forces of Chairman Mao and the CCP in 1949. They resettled in Taiwan, resumed their hospitality business and now, two generations later, have returned to Nanjing to find their family's old guest house has been allowed to run down and deteriorate as a Chinese state-owned enterprise (SoE). They repurchase the old guest house with the intention to redevelop. How will they deal with this privatization and the inevitable bureaucracy of purchasing, demolition and rebuilding the old guest house? How will they convert the existing SoE human resources (trained under planned economy conditions) into dynamic employees operating in the market economy while being sensitive to the cultural characteristics and challenges of this mainland Chinese workplace? With more than 6,000 Chinese SoEs still being targeted for privatization, this case is very relevant and provides a real world opportunity for students to exercise their research, analytical, international management, entrepreneurial and cross-cultural management skills. This case is best used in a unit after the topics of international human resource management, culture and international management have been covered. Such positions may include 1) as a closing case in an international management unit of study 2) as a human resource management case in an international human resource management or international management unit of study 3) as a challenge in an entrepreneurial unit of study or 4) as a mid-unit or closing case in a strategic management unit of study.

3. Sound Group China: Urban Waste Entrepreneurs

Source: Harvard Business School Year: 2011 Number of pages: 20 Authors: Macomber, John D.; Carr, Chad M.; Zhao, Fan Abstract: A private sector entrepreneur in China with advanced solid waste management capability competes with state owned enterprises and also government policies supporting a rival technology. Wen Yibo has used engineering expertise and political savvy to build a major

privately held company providing the entire supply chain of water treatment, waste water, and integrated municipal solid waste capabilities. The company's services include engineering, manufacturing, consulting, "engineer, procure construct," "build operate transfer," and other forms of public-private partnership. The handling of municipal solid waste takes up to 50% of the annual budget of many urban areas in the developing world. The ability to use private sector funds and expertise could be critical to urban development. However, state owned enterprises can observe the success of private business and can enter and compete using their own skills, contacts, and inexpensive capital. The government may also be interested in subsidizing incineration over composting as a part of "waste to energy" strategy, even though this is less efficient than generating electricity from a coal or gas plant. The company has to decide whether to stick to its waste management roots or expand into an opportunistic incineration technology with minimal and nominal waste-to-energy benefits.

4. Social Entrepreneurship and Sustainable Farming in Indonesia

Source: Richard Ivey School of Business Year: 2011 Number of pages: 14 Authors: Alon, Ilan; Misati, Eve Abstract: Oded Carmi was a social entrepreneur striving for a green Bali. He started Sari Organik as a model farm intended to grow organically with market demands and to benefit the local community while serving as an educational center for small scale farmers in the region. Thirteen years later, the idea was not as well embraced as he had hoped. The case provides information on social entrepreneurship, providing a background on Carmi, the environment in Ubud, Bali, and Indonesia at large, and discusses some of the challenges the entrepreneur was facing as the founder and owner of Sari Organik farm and the restaurant Warung Bodag Maliah (overflowing basket). His main challenge was to replicate and sustain his organic rice farming model across Bali and eventually other parts of Indonesia. His initial thoughts involved some options: To utilize the established village system and its leadership (religious and civil) to reintroduce traditional rice farming culture in Ubud, Bali and eventually Indonesia. To introduce a new model such as micro-franchising through which he (the microfranchiser) would recruit a number of local farmers (micro-franchisees) and provide them with the resources to grow rice organically, To go into a joint venture with the few existing organic rice farmers in the region. To expand his business as a sole proprietor, i.e. buy more land and increase organic rice production this was his least favorite option since it would go against his mission of involving the community. The case may be a good starting point for discussion on the impact of modernization on a traditional society and the role of business in society. Carmi, a native of Israel, tried to revive traditional farming techniques that were more sustainable and healthy. Carmi realized he had to come up with a strategy soon, and he was open to other viable options for replication and sustenance.

Learning Objectives: 1. To learn about the role of business in society, corporate social responsibility and sustainable farming in emerging markets 2. To examine strategic options available to a small business in an under-developed market 3. To show how the local culture and institutions must be taken into account when implementing a business strategy for local economic development and social development through entrepreneurship 4. To introduce microfranchising as a unique strategy of "franchising" in less developed markets, where buyers and workers are impoverished.

Finance
1. Governance Failure at Satyam
Source: Richard Ivey School of Business Year: 2011 Number of pages: 14 Authors: Gaur, Ajai; Kohli, Nisha Abstract: An unrelated acquisition decision by Satyam Corporation created discontent among shareholders and lead to a series of investigations. The investigations revealed a fraud of about INR 50 billion. This led to resignations by several board members and the CEO. The entire episode became a mockery of corporate governance practices, raising questions about the efficacy of well accepted governance norms. This case covers the events that led to the failure of Satyam in detail. The roles of not only the promoter but also other parties, such as the managers, board of directors, auditors and bankers, are discussed in detail. The case draws attention to various corporate governance and ethical issues and also provides an opportunity to discuss the measures that should be taken by regulators, auditors and other bodies to prevent such frauds. This case can be used in an undergraduate, MBA and executive development program to highlight following issues: 1) Ethics and corporate governance: This case can be used to discuss the effectiveness of current corporate governance regulations and how can they be made more effective. 2) Organizational culture and values: Corporate governance mechanisms, such as ownership structure, board composition and stakeholder influence, determine the organizational culture and values. Smaller firms inherit the corporate values from their founders. In larger companies, managers and board members play a pivotal role in shaping the corporate values. This case can be used to discuss the factors affecting development of corporate values. Download Case Here: Governance Failure at Satyam (434k) This case is available for purchase from Ivey Publishing. Case #: 9B11M028, Teaching Note #: 8B11M028

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

Source: Harvard Business School Year: 2009 Number of pages: 23, 14 Authors: Ebrahim, Alnoor; Rangan, V. Kasturi Abstract: Acumen Fund is a global venture capital firm with a dual purpose: it looks for a return on its investments, and it also seeks entrepreneurial solutions to global poverty. This case examines Acumen's new projects in Kenya. The organization's investment committee and its chief investment officer, Brian Trelstad, must decide whether or not to fund two for-profit ventures. The first provides clean and accessible shower and toilet facilities in urban areas, serving a critical need for low-income populations - its financial sustainability, however, is less clear. The second investment is a network of successful private health clinics that primarily serve middleincome populations but which have the potential to reach low-income markets. On what basis should Acumen decide whether or not to invest? What performance metrics should it use? As the investment committee nears a decision, political and social unrest breaks out in Kenya following a highly contested presidential election. Acumen Fund must now also consider the political risks of investing. As Acumen Fund, a global venture philanthropy firm, moves forward with an investment portfolio exceeding $22 million, it runs into two critical measurement problems. First, how should it track the performance of each investment when its interest is not just the bottom line, but also social impact? What should its performance tracking system look like to enable ease of comparison, and to identify problems before they become too significant to fix? The second challenge involves attracting investors. Acumen wants to build the field of "social investing" by creating a new asset class for investors who care about social impact. Doing so will require working with competitors in the field in order to establish benchmarks and standards of measurement. How can Acumen build industry-wide benchmarks when peer organizations are concerned about confidentiality of data? Without such comparisons, how will Acumen attract investors to the field?

3. Financial System Security: Harshad Mehta and the Billion-Dollar Scam

Source: University of Hong Kong Year: 2010 Number of pages: 12 Authors: Goyal, Preeti; Dhamija, Sanjay Abstract: The case is about the banking system and the financial markets scam with Harshad Mehta as the chief architect. Mehta was able to successfully exploit the deficiencies in the microstructure of the Indian financial system to siphon money from the banking system to the financial markets. With this money he manipulated the Indian capital markets causing a phenomenal increase in stock prices. When the scam was exposed, the capital markets crashed and thousands of investors lost their life savings; it also impacted several domestic and foreign banks operating in India.

4. Gone Rural

Source: Harvard Business School Year: 2011 Number of pages: 9 Author: Perold, Andre F. Abstract: Gone Rural employs 750 women in rural communities across Swaziland to produce handwoven baskets and other hand-crafted items. The women are mostly grandmothers caring for children orphaned as a result of the country's high AIDS-related death rate. The company has a strong social mission to improve the economic situation of these women and wants to grow rapidly. It has been very successful designing, making, and selling its products in the high-end global market place. It now needs to raise significant external capital to build new facilities. This may be the first time in its 18-year history that the company brings in external profit-minded stakeholders.

5. Note on Islamic Finance

Source: Richard Ivey School of Business Year: 2010 Number of pages: 9 Author: Sapp, Stephen Abstract: This note introduces the basic motivation behind Islamic finance and how it is implemented in practice. The note contains background regarding the religious principles underlying the practice of Islamic finance as well as a discussion of several products designed to be Shariah compliant and the means by which these products achieve this compliance.

6. Rose Smart Growth Investment Fund

Source: Harvard Business School Year: 2010 Number of pages: 25 Authors: Segel, Arthur I.; Ginsburgh, Justin Abstract: The Jonathan Rose Companies must decide how to design and launch an innovative new real estate fund focused on green and transit oriented properties. JRC seeks to show through the fund that smart growth and green buildings provide superior economic returns to sprawl and environmentally damaging development. In order to launch the fund, JRC must decide on several important outstanding issues. What will be the fund's investment criteria? To whom should the fund be marketed? How should the fund be structured? What should be the fund's first investment?

7. The Global Sight Network Initiative

Source: Harvard Business School Year: 2010 Number of pages: 7 Author: Herzlinger, Regina E. Abstract: Poverty and blindness are often linked; cataract surgery is one of the most cost-effective health interventions in developing nations. The non-profit Seva Sight Programs is faced with the question of how to expand their blindness prevention and treatment efforts on a larger scale. Their social entrepreneurship effort led Seva to take the Aravind Eye Hospital model and scaled it up to 100 hospitals globally. This case explains how they did it.

8. The Robin Hood Foundation

Source: Harvard Business School Year: 2010 Number of pages: 24 Authors: Ebrahim, Alnoor; Ross, Catherine Abstract: Created by hedge fund and financial managers, the Robin Hood Foundation fights poverty through grants to nonprofit organizations. As the global financial crisis continues to impact the poor disproportionately, the Foundation needs to ensure that its funds are being spent on the most effective poverty-fighting programs. The organization's senior vice president, Michael Weinstein, has developed a benefit-cost (BC) approach to analyze the performance of program grants. How effective is the method? Is funding programs with the highest BC ratios a good way to fight poverty? In three or five years' time, how will Robin Hood know if it is succeeding? Download Case Here: http://cb.hbsp.harvard.edu/cb/product/310031-PDF-ENG

9. Wealth Management Crisis at UBS (A, B)

Source: Harvard Business School Year: 2011 Number of pages: 16 Authors: Healy, Paul M.; Serafeim, George; Lane, David Abstract: The case describes the challenges that UBS faced as a result of the U.S. Department of Justice (DOJ) investigation for tax fraud that claimed that UBS had helped some 52,000 U.S. residents hide billions of dollars in untaxed assets in secret Swiss accounts between 2000 and 2007, depriving the U.S. Treasury of hundreds of millions of dollars in taxes. Case A describes the situation facing the UBS board of directors and outlines the decisions they will need to make quickly. Case B is fairly short and describes what UBS decided to do and some of the consequences of that decision.

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

Human Resource Management

1. Corporate Social Responsibility and Employee Engagement, Course Overview
Source: Harvard Business School Year: 2010 Number of pages: 10 Authors: Marquis, Christopher; Thomason, Bobbi; Tydlaska, Jennifer Abstract: Analyzes the link between corporate social responsibility (CSR) activities and employee engagement, including CSR effects on employee commitment and motivation, new skills and training, and motivation. Also discusses best practices in employee engagement through CSR.

2. Dealing with Problem Employees: A Legal Guide for Employers

Source: Business Horizons article Year: 2011 Number of pages: 12 Author: Plump, Carolyn M. Abstract: One of the more difficult responsibilities of employers is dealing with problem employees. Employee misconduct and poor performance can lead to productivity issues, morale problems, and inferior quality products. For these reasons, it behooves employers to address performance issues rather than allow them to fester. By understanding which federal employment laws can be triggered when making employment decisions, avoiding common mistakes in applying these laws, and implementing key policies, employers can provide structures in the workplace that allow them to address problems effectively and minimize their legal exposure. Download: http://www.caseplace.org/d.asp?d=5972

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

Source: Business Horizons article Year: 2011 Number of pages: 8 Authors: Wheeler, Anthony R.; Halbesleben, Jonathon R. B.; Shanine, Kristen Abstract: This article examines workplace bullying from a personal resources perspective. As workplace bullying emerges in unsupportive and stressful work environments, the threat of personal resource loss triggers the low cost, high reward resource-seeking behaviors that are typically reported as indicative of bullies in the workplace bullying research. Herein, we propose that these resource-seeking bullying behaviors allow bullies to create reinforcing resource gain cycles for them, but also create reinforcing resource loss cycles for targets and bystanders of bullying. As a potential remedy, we discuss recommendations for organizations to reduce the occurrence of workplace bullying. Download: http://www.caseplace.org/d.asp?d=6096

4. George Martin at The Boston Consulting Group (A, B, C)

Source: Harvard Business School Year: 2010 Number of pages: 16, 5, 11 Authors: Perlow, Leslie A.; Herman, Kerry Abstract: George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their families. BCG had instituted multiple initiatives to help its consulting staff better achieve work-life balance, yet some of Martin's top consultants still struggled. The case considers the challenges professional service firm employees face in terms of work-life issues.

5. Global Diversity and Inclusion at Royal Dutch Shell (A)

Source: Harvard Business School Year: 2011 Number of pages: 35 Authors: Sucher, Sandra J.; Corsi, Elena Abstract: Royal Dutch Shell has been among the early players to implement diversity and inclusion policies in the 1990s, first in the U.S. and then globally. In May 2009, Peter Voser, CFO and soon-to-be CEO, wants to adjust the company's business, headcount and cost levels to adapt to changing economic conditions after one of the worst economic downturns in decades. His allmale Executive Committee has raised eyebrows since it is a step back from that of his predecessor, and he must decide whether to continue to promote the firm's emphasis on global diversity and inclusion while it restructures its business and reduces its managerial workforce.

6. Managing Romance in the Office

Source: Richard Ivey School of Business Year: 2011 Number of pages: 16 Authors: Konrad, Alison; Mainiero, Lisa Abstract: Office romance has challenged sexual mores at work. Under the prevailing norms of 40 years ago, a workplace affair meant a semi-clandestine liaison between a male executive (married or unmarried) and a female secretary or low-level assistant. Over the past few decades, sexual mores have become more flexible, and office romances are more likely to be out in the open. This case provides six real-life examples of office romance. In each case, students have an opportunity to consider how well the parties to the romance have conducted a romance in a business context and what leaders could have done to manage the situation.

7. Stone Finch, Inc.: Young Division, Old Division

Source: Harvard Business Publishing Brief Cases Year: 2010 Number of pages: 14 Authors: Hamermesh, Richard G.; Collins, Elizabeth Abstract: CEO Jim Billings wants to attract energetic, entrepreneurial talent to Stone Finch, Inc., which comprises an older division that fabricates products like piping and tanks for water and wastewater processing plants, and a much newer division that develops biochemical solutions associated with water purification. To accelerate the company's growth, Billings sets up subsidiaries to create cutting-edge technologies that can be brought to market by the biochemical solutions division. After a few years the subsidiaries have indeed produced innovative products and driven growth; however, problems are surfacing. Much of the investment in the subsidiaries has come from the old manufacturing-based "cash cow" division, which is now suffering from turnover, loss of morale, and loss of competitive position. Moreover, the solutions division -which has absorbed numerous employees who became wealthy by developing successful subsidiaries -- is plagued by increasing polarization between the "haves" and the "have-nots."

8. You've Been Tagged! (Then Again, Maybe Not): Employers and Facebook
Source: Business Horizons Year: 2010 Number of pages: 9 Authors: Smith, William P.; Kidder, Deborah L. Abstract: Social networking sites, such as Facebook, have exploded on to the cultural and business landscape. Not only can firms use social networking sites to present organizational information to interested parties, but also perhaps gather information regarding job applicants. As an

employer, checking out an applicant's Facebook page--much like Googling a candidate's name-is very tempting. It is understandable that managers would like to know as much about a candidate as possible. Facebook pages can provide a wealth of information beyond, or even possibly contradicting, an applicant's submitted documents. While this may represent a potentially useful tool, there are several reasons for caution. For instance, an organization's selection process may be biased if an applicant's Facebook page contains inaccurate information, if some applicants do not have Facebook pages, and/or if legally protected demographic information ends up being part of the selection process. Facebook's own policies suggest that an organization may face legal challenges if it considers an applicant's Facebook page as part of the selection process. Just as importantly, there are ethical issues--in particular, an individual's right to privacy--which must be considered. We wish to encourage organizations to develop guidelines regarding the use of social networking sites in the application process, based on the practical, legal, and ethical issues covered in this article.

ALERT: Also relevant to this topic are the previously cited cases: (1) When Managers Pressure Employees To Behave Badly, and (2) Privatization of the Tiger Leaping House in Nanjing, PRC

Information Systems
See the case: Privacy Issues And Monetizing Twitter

Innovation
1. MO 637: Intrapreneurship: Leading Social Innovation in Organizations
Source: University of Michigan, Ross School of Business Year: 2011 Number of pages: 16 (course syllabus) Authors: Davis, Jerry; White, Chris Abstract: Getting a major initiative to succeed in big organizations is much like leading a social movement. It takes being able to read the opportunity structure and thinking like an entrepreneur as one's career develops; mapping the social system to locate allies inside and outside the organization; mobilizing a team using available technologies; and framing the initiative in a way that motivates decision makers and makes the business case. The course draws on the latest advances in social research, network analysis, and information technology to provide a toolkit for leading social innovation within organizations. We first lay out a framework for how effective social movements change organizations. This framework includes four parts: reading the opportunity structure to recognize when the time is right for an innovation; mapping the social terrain to locate allies and supporters; mobilizing

allies into a team; and framing the case effectively as a business proposition. The second session breaks down the process of recognizing opportunities, drawing on the experience of a successful intrapreneur who built a major social initiative at IBM. The third and fourth sessions are training in the tools of social network analysis and their application as a way to visualize and quantify the social terrain. Here we will see how to use public information to map out power structures inside and beyond the organization. The fifth session highlights newly available tools for mobilization that have underlain actions from whimsical "flash mobs" to political protests in the wake of contested elections. The sixth session lays out the rules for making the case for change to decision makers, from how to frame it to how to demonstrate its business value. In the second half of the course, we go through several cases of successful and unsuccessful social innovation in organizations. Innovations can be of several types: products (selling goods and services whose value extends beyond profit), practices (making how we do it more sustainable), people (making the workplace more just and rewarding), and public (building the community beyond). We end with live practice in making a compelling and brief pitch for your innovation to a client board. Download Syllabus Here: MO 637: Intrapreneurship: Leading Social Innovation in Organizations (279k)

International Business
1. Where Have You Been: An Exercise to Assess Your Exposure to the Rest of the World's Peoples
Source: Richard Ivey School of Business Year: 2011 Number of pages: 11 Author: Beamish, Paul W. Abstract: This team-building and familiarization activity can be used in the initial class or session of an international management program. It assesses one's exposure to the rest of the world's peoples. A series of worksheets require the respondents to check off the number and names of countries they have visited and the corresponding percentage of world population which each country represents. By summing a classes' collective exposure to the world's people, the result will inevitably be the recognition that together they have seen much, even if individually some have seen little. The teaching note provides assignments and discussion questions which look at: why there is such a high variability in individual profiles; the implications of each profile for one's business career; and, what it would take for the respondent to change his/her profile.

2. Responsible Investment in Vietnam

Source: Responsible Research Year: 2011 Number of pages: 76

Authors: Carmody, Lucy; Nguyen, Veronique; Brown, Michelle Abstract: Vietnams rapid economic growth, maturing capital markets, evolving political and regulatory frameworks and youthful demographics are understandably attracting increasing attention from global institutional investors, keen to deploy funds in this promising frontier market. Many of these investors have, in the past, found the lack of corporate transparency, poor governance practices and erratic enforcement of regulations to deliver risks too great for their beneficiaries and have therefore stayed away. However, recent trends towards improved financial disclosure and investor relations by listed companies are providing the signal many of these asset managers and owners were looking for and inbound capital flows are increasing. With Vietnam firmly on the map as an attractive frontier market, other considerations are now presenting themselves as hurdles to further economic growth. Many of these are complex sustainability issues, related to demographics, environmental degradation, climate change, and energy and water security. Others are related to how companies deal with these sustainability challenges, the so- called ESG (Environment, Social and Governance) issues. There is a general lack of coherent information available to investors in Vietnam on both these sustainability context issues and specific company ESG criteria, such as community investment, emissions, water use, employee health and welfare and diversity and independence of boards. This shortage of information continues to hold back responsible investment in the country. This report seeks to identify these challenges and gaps in information by providing a review of the sustainability landscape. In doing so, it develops a better understanding of how businesses are responding to ESG risks and their approach to corporate social responsibility (CSR). It also seeks to open the dialogue on ESG risks and opportunities in Vietnam and to address key concerns of institutional signatories of the UN-backed Principles of Responsible Investment, as well as those of Vietnam-themed or frontier market funds. Impact investors, private equity or venture capital investors with a responsible investment overlay will also benefit from the summary. Download Case Here: http://www.responsibleresearch.com/Respo...nam-Issues_for_Responsible_Investors.pdf

3. Pepsi-BASIX Partnership
Source: Richard Ivey School of Business Year: 2011 Number of pages: 16 Authors: Bajaj, Gita; Bhullar, Neelu Abstract: BASIX was a microfinance company with livelihood promotion as its key agenda. It had a strong presence in the poverty-ridden state of Jharkhand, India, where marginal farmers were struggling to make ends meet. In 2005, PepsiCo India Holdings Pvt. Ltd (Pepsi) entered an

agreement with BASIX for promoting contract farming of potatoes in Jharkhand. As per the agreement, Pepsi was to supply seeds and get an assured supply of chip-grade quality potatoes. BASIX was to provide micro-finance to the farmers and render training and consultancy for package of practices (POP). Farmers were to get assured buyback of the produce and also an opportunity to learn modern farming practices. The collaboration was successful in the first year and the project witnessed a very high growth in the second year. The second year results, however, were not as encouraging as the first year. The case is poised at this juncture, where the project manager has to present his view on how to move ahead with the agreement.

4. ActionAid International: Globalizing Governance, Localizing Accountability

Source: Harvard Business School Year: 2011 Number of pages: 31 Authors: Ebrahim, Alnoor; Gordon, Rachel Abstract: As a global NGO working in 45 countries, ActionAid International aims to eradicate poverty by addressing its underlying causes such as injustice and inequality. This case follows a series of radical transformations implemented by the organization's CEO, Ramesh Singh--a power shift from its headquarters in London to an international secretariat in Johannesburg; a new federated governance structure that increases the influence of units in Africa and Asia; and, innovations in accountability and transparency to the poor communities with which it works. But as Singh gets ready to step down after seven years, he is confronted with challenges from newly empowered country units that he feels risk taking the organization in the wrong direction. How will the divisions between the Northern and Southern units play out? Will they tear the organization apart, just when it is becoming a global player?

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

Management

1. Bayer CropScience in India (A, B)

Source: Richard Ivey School of Business Year: 2011 Number of pages: 19, 7 Authors: Dhanaraj, Charles; Branzei, Oana; Subramanian, Satyajeet Abstract: The case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intitiatives in emerging markets and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labour in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the incidence and prevalence of the child labour in its newly acquired Indiabased cotton seed operations a few months post acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labour was widespread in cotton seed production - a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer's decision whether, when and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labour in rural India. Download Case Here: Bayer CropScience in India (A) (449k) Bayer CropScience in India (B) (307k) This case is available for purchase from Ivey Publishing. Case #: 9B10M061, 9B10M062

2. Nokia India: Battery Recall Logistics

Source: Richard Ivey School of Business Year: 2011 Number of pages: 13 Authors: Dhanaraj, Charles; Sumukadas, Narendar; Johnson, P. Fraser; Malvankar, Monali Abstract: The case provides an opportunity for students to develop practical knowledge of the role of operations management in a product recall situation, particularly in an emerging market context. Product recalls are an integral part of supply chain management (SCM). Companies inevitably face a question of when, not if, a recall will be necessary. These situations combine the complexity of operations with the time-urgency of a mission-critical task. The case also provides a rich context to learn about the interaction of SCM, information systems and reverse logistics, and to understand the marketing, logistics and communication challenges faced by a multinational company operating in an emerging market such as India.

The case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in the Indian mobile devices. India, incidentally, was also Nokias second largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery, resulted in panic in customers after the Indian media widely publicized the potential dangers that defective batteries could pose. Over a three-month period, Nokia India had to recall a few million batteries and replace them with new ones. The objectives of the case include 1) developing an effective product recall / reverse logistics plan that would ensure preparedness for the challenges and urgent circumstances that might surface in a recall situation, 2) understanding the key criteria for success of product recall systems and 3) understanding the interface of management action and the logistics system under a crisis situation.

3. Developing Ethical Leadership

Source: Business Roundtable Institute for Corporate Ethics Year: 2006 Number of pages: 17 Author: Freeman, R. Edward, Lisa Stewart )

ALERT: Previously cited cases also involving Management issues include: (1) Accepting Responsibility Responsibly: Corporate Response in Times of Crisis; (2) Giving Voice to Values(both); (3) Stone Finch, Inc.: Young Division, Old Division; (4) Governance Failure at Satyam; (5) When Managers Pressure Employees to Behave Badly: Toward a Comprehensive Response; (6) South Side Restaurant's Low Carbon Wine List; (7) MO 637: Intrapreneurship: Leading Social Innovation in Organizations; and (8) Dealing with Problem Employees: A Legal Guide for Employers

Marketing
1. Nopane Advertising Strategy
Source: Harvard Business School Publishing Year: 1993 Number of pages: 4 Author: Bell, David E. Abstract: Nopane is a proprietary drug that sells in much of the United States. It faces substantial competition. The brand manager is undertaking an experiment to determine whether ad copy

should be emotional-based or rational-based. The data and associated regression results are included. Useful for an introductory course on statistics, market research, or regression analysis. Download Case Here: http://cb.hbsp.harvard.edu/cb/product/893005-PDF-ENG

2. Advertising Ethics Cases: Reasons, Rationalizations, Biases, and Heuristics

Source: Available on CasePlace.org, University of Texas (Austin) Year: 2005 Number of pages: 5 Author: Drumwright, Minette E. Abstract: These six fictionalized short (one-page) scenarios of ethical dilemmas in advertising include issues of work ethics and workplace pressures to conform, code of conduct, whistle blowing and deceptive advertising For each scenario, students are asked to answer these questions: What are the reasons and rationalizations that support engaging in the behavior? What biases and heuristics might be involved? What is at stake for the key parties, including those who disagree with you? What levers can you use to influence those who disagree with you? What is your most powerful and persuasive response to the reasons and rationalizations? To whom should the arguments be made? When and in what context? For example, here is the first scenario: Scenario 1 Bradley has just graduated with an MA in Advertising at a prestigious university and has been hired as an account planner at a large advertising agency. In talking with some of his new colleagues, he heard of a practice that concerned him. Several account planners had an assignment to do some research on the competitor firms of one of the agencys major clients. The assignment proved to be unusually tough. The account planners decided to conduct a telephone survey, but when they identified themselves as agency employees, important sources refused to participate in the study. The deadline was quickly approaching, and the planners desperately needed the information. Then one of the planners, who had recently graduated from a local university, suggested that they identify themselves as university students who were doing research for a class project. This approach worked like a charm. Everyone was willing to help the students out, and the agency secured the important competitive information that it needed. The research was finished on time and within the budgeted cost. The client was immensely pleased. Bradley is concerned about the manner in which the planners deceived the respondents, but he thinks that this might just be part of doing business. In addition, as the newest planner, he

does not want to rock the boat, and he very much wants to win the respect and acceptance of his new co-workers. What should Bradley say, to whom, when, and how?

3. Unilever's 'Real Beauty' Campaign for Dove

Source: ICMR Center for Management Research Year: 2007 Number of pages: 24 Authors: Fernando, R; Purkayastha, D. Abstract: This case is about Unilever's 'Campaign for Real Beauty' (CFRB) marketing campaign for its leading personal care brand 'Dove'. CFRB was a multi-faceted campaign that sought to challenge the stereotypes set by the beauty industry. This campaign featured regular women (non-models) who were beautiful in their own way and did not fit in with the idealised images of ultra-thin models and celebrities. Unilever developed the CFRB campaign based on a global study on the perceptions and attitudes of women with regard to their personal beauty and wellbeing. This campaign was a huge success as it was appreciated by many consumers and resulted in increased sales of Dove products. It also generated plenty of buzz and wide media coverage for the Dove brand. However, critics felt that this campaign could prove counter-productive as marketing messages in the beauty industry were largely aspirational and Dove could be perceived as a brand for fat girls. Some critics also felt that CFRB was contradictory in nature as it strove to sell the Dove Firming Range of products under the guise of debunking beauty stereotypes. The case will help students to: (1) understand the factors that contributed to the success of Unilever's Campaign for Real Beauty for Dove; (2) appreciate the importance of market research and the application of consumer behaviour insights in the development of a marketing strategy; and (3) understand the issues and challenges faced in the implementation of a cause-related (societal) marketing campaign. The case is meant for MBA / MS students as part of the marketing management / product management / marketing communications curriculum. The teaching note includes: (1) the abstract; (2) teaching objectives and methodology; (3) questions for discussion and analysis; (4) case feedback; and (5) additional readings and references.

4. How Advertising Practitioners View Ethics

Source: Journal of Advertising Year: 2004 Number of pages: 18 Author: Drumwright, Minette E., Patrick E. Murphy Abstract: This study examines how advertising agency personnel perceive, process, and think about ethical issues. We conducted in-depth, elite interviews with advertising practitioners at all levels in 29 agencies in eight cities. Many of our informants reported few ethical concerns in their own work or in advertising in general. They exhibited moral myopia, a distortion of moral vision that prevents moral issues from coming into focus, and moral muteness, meaning that they rarely talk about ethical issues. We find that the reasons for moral muteness and moral myopia

are categorizable. There were, however, seeing/talking advertising practitioners who demonstrated moral imagination when responding to ethical problems. We compare the manner in which the ethically sensitive practitioners contemplate and respond to ethical issues with those characterized as having moral muteness and moral myopia. We also find that the agency context in which advertising practitioners work is important in terms of ethical sensitivity. We discuss implications for theory, research, practice, and education.

5. PepsiCo's Turning Point: Establishing a Role in a Sustainable Society

Source: Richard Ivey School of Business Year: 2011 Number of pages: 22 Author: Valente, Michael Abstract: In early 2011, PepsiCo, one of the world's largest food and beverage companies, is undergoing immense criticism for its role in social and ecological issues associated with the food system. Major health issues including obesity, heart disease and diabetes, not to mention environmental issues, such as excessive packaging and waste, have encouraged PepsicCo's chief executive officer (CEO) to rethink the company's strategy. The CEO feels that PepsiCo has a "responsibility to develop solutions to key global challenges, such as obesity." Doing so would require a deep reflection of PepsiCo's positioning in the marketplace in light of the many products they provide that currently contradict this very objective. The case chronicles the overarching incommensurability of the interests of the food and beverage industry and those of society. Written for courses in business strategy, business and society, and marketing, the case describes the motivations of companies such as PepsiCo to overcome the underlying growth constraints of the food industry, the result of which has precipitated an onslaught of social and ecological issues seen in today's society. The case pushes students to flesh out strategic alternatives for PepsiCo that vary based on the degree to which finding solutions to social and ecological issues become central to their core strategy. Download: http://www.caseplace.org/d.asp?d=6135

Operations and Supply Chain Issues

1. Veja: Sneakers With a Conscience
Source: Richard Ivey School of Business Year: 2010 Number of pages: 16 Authors: Branzei, Oana; Poldner, Kim

Abstract: This case illustrates the founding and growth of Veja, the first eco-sneaker company in the world, in the broader context of the evolution of the fashion industry and the emergence of the eco-fashion movement. By September 2010, the five-year old venture had become a reference in ethical fashion, and an inspiration for other eco-fashion start-ups. Its path, its successes and its aspirations made it a perfect acquisition target; like-minded companies like Timberland were already feeling out the two founders. Sbastien Kopp and Franois-Ghislain Morillion were still fulfilling their dream. They had fun trying to craft ever more sustainable business approaches. They were still excited about the opportunity to develop solutions or workarounds for socially- and environmentallyproblematic business practices. The case presents several solutions, focusing on the development of sustainable business practices in organic cotton, wild natural rubber and traditional veggietanned leather. The case also deals with the issue of how ventures integrate sustainable practices into a holistic and ever improving offering, which engages multiple supply chain participants (employees, consumers, suppliers, partners, even artists) in co-devising a value proposition that appeals not just to our sense of fashion, but also to our conscience. Essentially, the case is a story of fashioning identities by artfully bending consumers' appreciation towards the expression of unity with the earth and across cultures.

2. Coca Cola India

Source: Arthur W Page Society Year: 2005 Number of pages: 13 Authors: Kaye, Jennifer; Argenti, Paul A. Abstract: On August 5, 2003, The Center for Science and Environment, an NGO in India, attacked the safety of Coca-Cola India's products in a press release titled "Twelve Major Drink Brands Sold in and around Delhi Contain a Deadly Cocktail of Pesticide Residues." Though Coke was well within the Indian government's legal limits for pesticide residue in beverages, the country's standards were weak and full of loopholes, making them meaningless. Coke India CEO Sanjiv Gupta had to decide on the most effective communication strategy to restore public trust and had to weigh a larger policy decision at the same time: Should Coke take on a leadership role and help create higher standards for food and beverage safety?

3. Starbucks C.A.F.E Practices Program: Ensuring a Socially Responsible Supply Chain

Source: Case Western Reserve University Year: 2008 Author: Weatherhead School of Management Abstract:

Starbucks Coffee Companys C.A.F.E (Coffee and Farmer Equity) Practices program ensures that Starbucks sources sustainably grown and processed coffee by evaluating the economic, social and environmental aspects of coffee growing along the supply chain. In 2005, Starbucks purchased 76.8 million pounds of coffee from the C.A.F.E Practice providers, which represents 24.6% of all coffee purchased by the company. By improving the environment, economy, and the educational and health services within local communities, Starbucks creates stability for its farmers and, in turn, for the company, according to Cindy Hoots, Senior Specialist at Starbucks in the Corporate Responsibility Office.

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

Statistics-Decision Sciences
1. Cambrian House
Source: Harvard Business School Year: 2008 Number of pages: 13 Authors: Coles, Peter A.; Lakhani, Karim R.; McAfee, Andrew Abstract: Cambrian House builds internet-based products and services by relying entirely on its user community for all aspects of IT innovation and new product development process. Users suggest ideas for new products and services and also participate in a monthly voting process to select the best ideas. The company is now considering the deployment of a prediction market to deepen user involvement and commitment in its innovation; however, it is not sure if it is an appropriate strategy for its community.

2. Prediction Markets at Google

Source: CasePlace Year: 2007 Authors: Coles, Peter A.; Lakhani, Karim R.; McAfee, Andrew Abstract: In its eight quarters of operation, Google's internally developed prediction market has delivered accurate and decisive predictions about future events of interest to the company. Google must now determine how to increase participation in the market, and how to best use its predictions.

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

Strategy
1. Asian Agri and the Future of Palm Oil
Source: Harvard Business School Year: 2010 Number of pages: 26 Authors: Bell, David E.; Kindred, Natalie Abstract: For Asian Agri and other Indonesian palm oil producers, the future promised rising demand from fast-growing Asian populations, but also intensifying criticism from environmental groups. With the highest yield and lowest production cost of any edible oil, palm oil constituted an abundant, inexpensive source of food for Asian and, to a lesser extent, international markets. Its production had soared from 1970 to 2010, sparking concern from environmentalists over the conversion of high-value conservation land in Malaysia and Indonesia (where nearly 90% of palm oil was produced) into palm oil plantations. Critics had intensified their campaigns in recent years, urging-at times successfully-packaged food makers and investors to boycott palm oil suppliers accused of environmental mismanagement. While noting that some accusations were unjustified, palm oil producers argued the industry was making strides towards greater sustainability and cited the unique advantages of palm oil: it was free of unhealthy trans fats, for example, and required less land to produce more oil than any known substitute. Asian Agri, an established Indonesian palm oil grower and exporter, had thus far avoided public scrutiny. The company was a key source of employment in many rural communities, had extensive experience negotiating the complex Indonesian regulatory environment, and was moving to certify its operations according to industry-set sustainability guidelines. In 2010, Asian Agri appeared well positioned to capitalize on the growing palm oil market, but the broad-strokes vilification of the palm oil industry was a source of serious concern. In the face of great uncertainty, the management team needed to devise a strategy for the future.

ALERT: Other cases involving strategy issues include: (1) Pepsi-BASIX Partnership, PepsiCos Turning Point; (2) Samarco; (3) Solutions Care Association; (4) Sound Group China; and (5) Veja-Sneakers With A Conscience

Sustainability
1. Caribbean ESCo Limited
Source: Latin American Center for Competitiveness and Sustainable Development (CLACDS) at INCAE

Year: 2009 Number of pages: 35 Authors: Daley, Sanola A.; Pratt, Lawrence Abstract: Mr. Eaton Haughton sat at his desk looking at the business plan he had just created for his meeting with the Vice president of Scotiabank Jamaica. The rest of his staff had left for the night, including the newly-hired accountant, Garcia. To qualify for the loan, Haughton needed to present a business plan and the detailed financial records of his company since its inception, which unfortunately has not been as well-kept as we would have liked. Further, his company, Caribbean ESCo Limited, had taken on several projects which it had been unable to complete. As Haughton locked the doors of his two-room office building, he pondered the future of his company and wondered how he would bring the 4 year-old Caribbean ESCo Ltd. out of its deepening difficulties onto a more sound footing. Download: http://www.caseplace.org/d.asp?d=4658

2. Fairmount Minerals
Authors: Sharma, Garima; Chatterjee, Sayan Source: Richard Ivey School of Business Year: 2011 Company Name: Fairmount Minerals Number of pages: 16 Abstract: Fairmount Minerals, producer of industrial sand in the United States, embarked upon a journey of sustainable development in 2005. The mining industry had an unenviable reputation that threatened the sustainability of the company. Given the strong personal values of stewardship of the planet and community held by the CEO, and because of the reputation of the industry, Fairmount Minerals was moved to action to integrate sustainable development in every step of its value chain from mining to shipping the product to the customer. Fairmounts journey had been exciting and full of hard work and dedication to the practice of sustainable development. The three broad themes of people, planet and prosperity resonated in all facets of the company. Starting in 2006, each year the organization generated a set of bold goals and monitored its progress toward these goals. These goals clearly spelled out the benefit for the environment and the planet. The question that remained was how this benefit translated into prosperity for the stakeholders and the company. Under what conditions did this stewardship of planet and people lead to increased growth for the company? Download: http://www.caseplace.org/d.asp?d=6285

3. Sustainability in the Arab World: The Aramex Way

Authors: Jamali, Dima; Dawkins, Cedric Source: Richard Ivey School of Business

Year: 2011 Company Name: Aramex Number of pages: 16 Abstract: Fadi Ghandour founded Aramex, a leading provider of logistics and transportation solutions, headquartered in Amman, Jordan, in 1982. From its early inception, Ghandour strategically molded principles and practices of corporate social responsibility (CSR) and sustainability into the companys culture aligning business interest and competence with stakeholders needs. The community and environment were regarded as key stakeholders driving Aramex to act as a responsible citizen. Since its inception, Aramex was involved in sustainability activities grouped into six primary areas: 1) education and youth empowerment, 2) community development, 3) entrepreneurship, 4) sports, 5) environment and 6) emergency relief. Committed to growth and crafting new strategic hubs on a global scale, Aramex faced the challenge of preserving its CSR and sustainability principles and practices as an integral part of its expansion strategy. In late January 2011, Ghandour and Hattar began brainstorming ways to address the need to harmonize
CSR and sustainability values and practices across operations and ensure that sustainability principles were firmly institutionalized across branches and subsidiaries. Download: http://www.caseplace.org/d.asp?d=6311 A Teaching note is available.

4. Sustainability and Environmental Standards: Seeking Competitive Distinction at Dama Lovina Villas
Authors: Darnall, Nicole; Milstein, Mark B. Source: Arizona State University; Cornell University Year: 2011 Company Name: Dama Lovina Villas Number of pages: 21 Abstract: Dama Lovina Villas was a small, boutique hotel located in North Bali. General manager, Glenn Knape, was considering branding Dama as a green hotel. Since the hotel already had numerous environmental initiatives in place, Knape questioned whether Dama should participate in a voluntary environmental program (VEP) and use its participation as a marketing tool to attract additional hotel business. The case explores the strategic relevance of VEPs. Additionally, it helps translate the generic concept of sustainability into a framework that makes sense of the numerous existing and potential investment choices facing many firms that wish to expand their sustainability strategy. Download: http://www.caseplace.org/d.asp?d=6169

ALERT: Sustainability issues were also involved in the following cases which have been described earlier: (1) Veja-Sneakers with a conscience; (2) Asian Agri; and (3)The Future of Palm Oil