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1 – 10 of 33Lawrence J. Ring, Mark H. Johnson and Gary Shaw
Perdue Farms, the highly successful marketer of brand-name chicken, is considering the introduction of a chicken hot dog to the market. The decision is complicated by a variety of…
Abstract
Perdue Farms, the highly successful marketer of brand-name chicken, is considering the introduction of a chicken hot dog to the market. The decision is complicated by a variety of factors, including top management's concerns and conditions, potential ramifications of the hot dog for the company's high-quality image, the uncertainty of market response, uncertainties about how to position the new product, potential consumer objections to use of mechanically deboned meat, and the uncertainty of profitability at recommended levels of marketing costs.
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Richard C. Hoffman, Wayne H. Decker and Frank Shipper
This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why…
Abstract
Synopsis
This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why Jerry Pritchett, one of the co-founders of Pritchett Controls, decided to convert it to an employee-owned company. In the body of the case, it details the efforts of the company to operate under its new ownership structure in an increasingly competitive environment. Although Pritchett established employee owners, only selected High Performance Work Systems (HPWS) practices have been implemented. The issue that reader must grapple with is whether other HPWS practices should be adopted or not.
Research methodology
Primary data were collected by interviewing eight managers including the current and former CEO at two of the firm’s three locations. Secondary data were used to supplement industry and competitive information.
Relevant courses and levels
Human resources courses, especially those that focus on strategic human resource management, organizational development, and how high performance organizations can be built, would be most appropriate for this case.
Theoretical bases
The primary theoretical foundations for this submission are shared entrepreneurship and HPWS. Knowledge of leadership, employee ownership, human resources, corporate governance, organizational culture and strategy would also be helpful in analyzing this case.
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Anne Cohn Donnelly and Kathy Shaw
This case examines the merger of two nonprofit organizations from the point of view of the board of directors and senior staff leaders.The case is designed to teach students about…
Abstract
This case examines the merger of two nonprofit organizations from the point of view of the board of directors and senior staff leaders.
The case is designed to teach students about the complex issues in nonprofit mergers and to stimulate thinking about the role of the board of directors in mergers.
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Frank Shipper and Richard C. Hoffman
This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the…
Abstract
Theoretical basis
This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the organizational level. Students will learn about shared entrepreneurship, high performance work systems, shared leadership and virtuous organizations, and how they can develop a sustainable competitive advantage.
Research methodology
The case was prepared using a qualitative approach. Data were collected via the following ways: literature search; organizational documents and published historical accounts; direct observations by a research team; and on-site audio recorded and transcribed individual and group interviews conducted by a research team (the authors) with organization members at multiple levels of the firm.
Case overview/synopsis
John Lewis Company has been in business since 1864. In 1929, it became the John Lewis Partnership (JLP) when the son of the founder sold a portion of the firm to the employees. In 1955, he sold his remaining interest to the employee/partners. JLP has a constitution and has a representative democracy governance structure. As the firm approaches the 100th anniversary of the trust, it is faced with multiple challenges. The partners are faced with the question – How to respond to the environmental turmoil?
Complexity academic level
This case has environmental issues – How to respond to competition, technological changes and environmental uncertainty and an internal issue – How can high performance work practices provide a sustainable competitive advantage? Both issues can be examined in strategic management courses after the students have studied traditionally managed companies. This case could also be used in human resource management courses.
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Aaron Fernstrom, Mary Margaret Frank, Samuel A. Lewis, Pedro Matos and John G. Macfarlane
The case examines the development and launch of an exchange-traded fund (ETF) based on JUST Capital's socially responsible corporate ranking methodologies. The case provides a…
Abstract
The case examines the development and launch of an exchange-traded fund (ETF) based on JUST Capital's socially responsible corporate ranking methodologies. The case provides a market overview of Environment, Social, and Corporate Governance (ESG) and socially responsible investing (SRI), what has driven growth in those areas worldwide, and several best-practice investment approaches. Following the overview, the case describes the founding and development of JUST Capital, explores JUST Capital's ranking methodologies, and presents the decision point faced by the CEO: requisite selection of one of three strategies in order for JUST Capital to generate “self-sustaining” revenue.
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Anne Cohn Donnelly and Charlotte Snyder
In January 2012, the Jane Addams Hull House Association—one of Chicago's largest and oldest social service agencies and arguably its most iconic—announced that it might have to…
Abstract
In January 2012, the Jane Addams Hull House Association—one of Chicago's largest and oldest social service agencies and arguably its most iconic—announced that it might have to close in the spring due to financial difficulties. Just days later, the 122-year-old organization stunned the philanthropic world when it laid off its employees without notice, declared its intention to liquidate in a Chapter 7 bankruptcy, and shut its doors forever. In the weeks that followed, more and more people began to ask: What had happened to the board? Had bankruptcy really been inevitable? This case chronicles the organization's final decade and enables students to step into the shoes of the chairman of the board, Steve Saunders, as he led the board through its last two years. Students will examine the roles and responsibilities of effective boards and determine how internal and external factors contributed to Hull House's demise.
After reading and analyzing the case, students will be able to:
Describe the roles and responsibilities of nonprofit boards
Determine when the board is not performing its job and what the implications are for the organization
Evaluate ways in which the board might change in order to do a better job
Diagnose when external environmental factors threaten the security of a nonprofit and how the board itself might diagnose and work with such threats
Describe the roles and responsibilities of nonprofit boards
Determine when the board is not performing its job and what the implications are for the organization
Evaluate ways in which the board might change in order to do a better job
Diagnose when external environmental factors threaten the security of a nonprofit and how the board itself might diagnose and work with such threats
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Adam Waytz and Vasilia Kilibarda
In 2011, Sherry Hunt was a vice president and chief underwriter at CitiMortgage headquarters in the United States. For years she had been witnessing fraud, as the company bought…
Abstract
In 2011, Sherry Hunt was a vice president and chief underwriter at CitiMortgage headquarters in the United States. For years she had been witnessing fraud, as the company bought billions of dollars in mortgage loans from external lenders that did not meet Citi credit policy and sold them to government-sponsored enterprises (GSEs). This resulted in Citi selling to GSEs such as Fannie Mae and Freddie Mac pools of loans that were considerably defective and thus likely to default. Citi had also approved hundreds of millions of dollars' worth of defective mortgage files for U.S. Federal Housing Administration insurance. After reporting the mortgage defects in regular reports, notifying and working closely with her direct supervisor (who was subsequently asked to leave Citi after alerting the chairman of the board to these issues) to stop the purchase of defective loans, leaving anonymous tips on the FBI's and the Department of Housing and Urban Development's websites, and receiving threats from two of her superiors who demanded that she change the results of her quality control unit's reports, the shy and conflict-avoidant Hunt had to decide who she should tell about the fraud, and how.
The case gives students the opportunity to recommend how Hunt should proceed based on their analysis of the stakeholders involved. To aid instructors, the case includes Kellogg-produced videos of Hunt—the only on-camera interviews she has ever given—explaining what happened after she reported the fraud to Citi HR and, later, the U.S. Department of Justice. Within the case, students are also briefly exposed to legislation and bodies pertinent to whistle-blowing in the United States, including the Dodd-Frank Act, the Sarbanes-Oxley Act, and the SEC Office of the Whistleblower.
This case won the 2014 competition for Outstanding Case on Anti-Corruption, supported by the Principles for Responsible Management Education (PRME), an initiative of the UN Global Compact.
Analyze stakeholders' motivations to prepare counter-arguments to the resistance one might encounter when reporting unethical behavior
Write a script for who to tell, how, and why
Discuss how incentive structures, management, and culture play roles in promoting or hindering ethical behavior in organizations
Identify behaviors that help a whistle-blower be effective
Gain experience resolving ethical dilemmas in which two values may conflict, such as professional duty and personal ethics
Analyze stakeholders' motivations to prepare counter-arguments to the resistance one might encounter when reporting unethical behavior
Write a script for who to tell, how, and why
Discuss how incentive structures, management, and culture play roles in promoting or hindering ethical behavior in organizations
Identify behaviors that help a whistle-blower be effective
Gain experience resolving ethical dilemmas in which two values may conflict, such as professional duty and personal ethics
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Richard R. Johnson, Robert L. Carraway, Ervin R. Shames and Paul W. Farris
Benecol Spread, a cholesterol-lowering margarine, was a product with unusual media-planning challenges. With a narrow target group and unproven market potential, Johnson & Johnson…
Abstract
Benecol Spread, a cholesterol-lowering margarine, was a product with unusual media-planning challenges. With a narrow target group and unproven market potential, Johnson & Johnson needed to get the most “bang for the buck” from its Benecol advertising. Would a media-planning model (optimizer) requiring executives to quantify their judgment on several key inputs be helpful in this process? A spreadsheet accompanying the case allows students to weight the target groups and to choose among different advertising vehicles to form the best possible media plan.
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Travis Lee Cyphers and Julianne Renee Apodaca
The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined…
Abstract
Theoretical basis
The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined as ethical, integrating authentic leadership into the decision-making process can help leaders made difficult decisions.
Research methodology
The authors conducted extensive research through IBISWorld, EBSCOhost, and academic journals to review ethical decision-making and authentic leadership. The authors successfully piloted the case with over 100 undergraduate and graduate students enrolled in leadership courses.
Case overview/synopsis
The case describes an ethical decision a young commanding officer must make. A soldier under their leadership has been charged with an inappropriate relationship with a minor. The officer must decide between two actions that are legal within the military justice system. Each decision has ramifications that will significantly affect the organization.
Complexity academic level
The case is best taught in undergraduate and graduate leadership courses. Course participants do not need a detailed understanding of military leadership or military law to apply fundamental concepts.
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