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This case was created based on secondary sources available in the public domain (i.e. news articles). This case has been taught in an undergraduate course of principles of management under the chapter on ethics.

When the COVID-19 pandemic broke out, people panicked and rushed to purchase essential products such as hand sanitizers, antibacterial soaps, disinfectant wipes and face masks. The images of a panicked public inspired the brothers Matt and Noah Colvin who amassed and hoarded stockpiles of these essential products to make immense profit. They claimed that their trade approach was legitimate. Yet by an ironic twist of fate, their unorthodox acts were revealed in the media and consequences came in threes: the public vilified the hoarders, the online marketplaces kicked them out and the authorities opened an investigation about alleged price-gouging practices.

This case study may be used in classroom discussions on the concepts of hoarding and price gouging in the following academic programs: bachelor’s in business administration, master of science in business administration and MBA programs. This case study may be used in the following academic courses: ethics in business, responsible management, fundamental of management and organizational behavior.

This case study may be used in the following academic courses: Theories of Leadership; Leadership and Leaders Organizational Leaders Roles; Management Skills Ethics and Governance; and Ethics and Management Entrepreneurial Management.

This case study may be used in the following academic programs: Bachelor's in Business Administration; Master of Science in Business Administration; and MBA Programs.

There is little doubt, if any, that values shape the decisions, behaviors and corporate moves that business managers and leaders make in their day-to-day operations. The following case study sheds light on the influence of personal values on individuals in leadership positions. To do so, concrete examples of observed behaviors, in cases where values have been honored and positive outcomes have been attained, will be reported. From hiring practices, contract bidding, compensation policies and/or customer service, the Ynna conglomerate group, a Moroccan holding corporation, has been led by a visionary who patiently started his life journey as a shepherd tending ewes, and decades later has emerged as an extraordinary business legend to emulate. Virtually all the decisions taken within his companies are influenced by his moral convictions and his values. Miloud Chaabi, listed in Forbes Magazine as one of the top 40 richest billionaires in Africa, is a principled and revered individual who has been spiritually leading his businesses in various sectors since 1948.

In general, the objective of the case study is to further enhance the understanding of leadership in general and values-based leadership in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience, and proposing solutions to a challenge face by the company in the area of leadership approaches. The case is designed to provoke and stimulate students' personal reflections about a particular approach of management, especially in a transition period.

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Corporate trainers' credibility has been universally ignored by researchers and its significance has remained elusive across cultures. Thus, the purpose of this present paper is to examine variations of trainers' credibility determinants in Canada and Morocco.

A comparative qualitative study with in‐depth interviews and the grounded theory approach were adopted to carry out the research. Participants in the study consisted of 60 civil servants employed in various governmental departments in Canada and Morocco.

A framework identifying distinct categories based on common determinants of trainers' credibility was constructed for each respective country. These categories were attributed the following designations: qualifications, perceived competence, perceived justice and perceived confidence for the Canadian sample; and qualifications, perceived competence, and personal attributes for the Moroccan sample. Similarities surfaced regarding some of the determinants in both cultures such as qualifications, and competence. However, Canadian respondents emphasized trainers' performance, fairness and confidence, while Moroccan trainees valued wisdom (hikma), honesty (sidk), trust (amanah) and the trainer as a role model.

The findings indicate that cultural values ought to be considered in trainers' credibility in efforts to enhance the level of comprehension regarding credibility determinants that could impact training success and effectiveness. It is also recommended that organizations consider taking into account the determinants of credibility during the selection process of trainers who will be primarily tasked with delivering corporate training to employees locally or in various cultural settings.

The paper provides groundbreaking insights as it is the first study to investigate trainers' credibility across cultures by resorting to an emic approach to provide a cross‐cultural perspective on the subject.

The purpose of this paper is to provide a synthesis based on a review of the existing literature with respect to the variations in training practices and attitudes across national cultures.

A content analysis technique was adopted with a comparative cross‐cultural management perspective as a backdrop to address the occurrence of differences in practices and attitudes across various national cultures.

Most of the extant literature remains distant from providing a systematic and analytical repertoire on the subject. In efforts to bridge this gap, a synthesis of the literature has been elaborated, identifying a range of variations that have been grouped around the following categories: importance of organizational training; access to organizational training; different types of training provided to employees; actors involved in organizational training; and organizational support for training.

The heterogeneity of the literature impeded the use of a theoretical training management framework for the present review.

Organizations operating overseas and HRM/HRD practitioners should consider the complexity of diverse cultural differences, while managing employee training in culturally diverse settings. Nations ought to be aware of training practices abroad to observe trends and changes caused by globalization, as they may influence the shaping of national training practices and regulations. From a theoretical point of view, it is important to undertake conclusive research by further examining training practices and attitudes through the various national cultures with the objective of better circumventing the differences and by highlighting their prominent characteristics and implications.

The present contribution is the first documented synthesis of the literature on the subject.

The purpose of this paper is to examine differences between Moroccan entrepreneurs and non-entrepreneurs in order to circumvent the nature and origin of their differences.

This research was carried out in Morocco with a sample of 20 entrepreneurs identified as individuals who have been operating their own business or who have unsuccessfully started a small business, and a contrast sample of 20 non-entrepreneurs, classified as career professionals working for other organizations such as the public service and/or the private sector who wanted to start their own business but failed in doing so. The study methodology adopted a qualitative approach with semi-structured interviews due to the exploratory nature of the subject. The in-depth interviews were analyzed using the grounded theory approach (Glaser and Strauss, 1999).

The findings highlight that there are no differences between entrepreneurs and non-entrepreneurs in terms of personality traits and characteristics. The interviewees emphasize the importance of financial resources, business networks and connections as vital factors in the decision to start a venture.

In terms of implications of the current research, understanding the determinants of entrepreneurship in Morocco is of considerable theoretical and practical value, especially given that there is no research that looks into this issue in the Moroccan context.

Concerning practical implications, by identifying reasons why Moroccan young graduates, by large, show a weak entrepreneurial spirit and would rather be job seekers than potential job creators, adequate measures need to be put in place with aspirations that they will encourage the creation of more start-up businesses.

Studies that compared entrepreneurs and non-entrepreneurs are far from being consistent. Moreover, the current research is the first study that looked into differences between entrepreneurs and non-entrepreneurs in Morocco.