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The case is designed to be used with the digital business model framework developed by Peter Weill and Stephanie Woerner of Massachusetts Institute of Technology (MIT) (Weill and Woerner, 2015) and is referred to as the W & W framework. This approach provides a useful structure for thinking through the strategic options facing environments ripe for digital transformation.

Research for this case was conducted through face-to-face interviews with the protagonist, as well as through a review of their business planning documents and other data and documentation provided by the founder. Some of the market and industry data were obtained using secondary research and industry reports. Interviews were digitally recorded and transcribed to ensure accuracy.

The case follows the story of Kurt Waltenbaugh, a Minnesota entrepreneur who shared the dream of using data analytics to reduce costs within the US health-care system. In early 2014, Waltenbaugh and a physician colleague founded Carrot Health to bring together their personal experience and expertise in both consumer data analytics and health care. From the beginning, they focused on how to use data analytics to help identify high-risk/high-cost patients who had not yet sought medical treatment. They believed that they could use these insights to encourage early medical interventions and, as a result, lower the long-term cost of care.

Carrot’s initial success found them in a consultative role, working on behalf of insurance companies. Through this work, they honed their capabilities by helping their clients combine existing claims data with external consumer behavioral data to identify new potential customers. These initial consulting contracts gave Carrot the opportunity to develop its analytic tools, business model and, importantly, to earn some much-needed cash flow during the start-up phase. However, they also learned that, while insurance companies were willing to purchase data insights for one-off market expansion projects, it was much more difficult to motivate them to use data proactively to eliminate costs on an ongoing basis. Waltenbaugh believed that Carrot’s greatest potential lay in their ability to develop predictive models of health outcomes, and this case explores Carrot’s journey through strategic decisions and company transformation.

This case is intended for either an undergraduate or graduate course on entrepreneurial strategy. It provides an effective introduction to the unique structure and constraints which apply to an innovative start-up within the health-care industry. The case also serves as a platform to explore the critical criteria to be considered when developing a digital transformation strategy and exposing students to the digital business model developed by Weill and Woerner (2015) at MIT (referred to in this instructor’s manual as the W&W framework). The case was written to be used in an advanced strategy Master of Business Administration (MBA) class, an undergraduate specialty health-care course or as part of a health-care concentration in a regular MBA, Master of Health Care Administration (MHA) or Master of Public Health (MPH). It may be taught toward the end of a course on business strategy when students are building on generic strategy frameworks and adapting their strategic thinking to the characteristics of specific industries or sectors. However, the case can also be taught as part of a course on health-care innovation in which case it also serves well as an introduction to the health-care payments and insurance system in the USA. Finally, the case can be used in a specialized course on digital transformation strategy in which case it serves as an introduction to the MIT W&W framework.

The case is particularly well-suited to students who are familiar with traditional frameworks for business strategy and business models. The analysis builds on this knowledge and introduces students interested in learning about the opportunities and challenges of digital strategy. Equally, the case works well for students with clinical backgrounds, who are interested in how business strategy can influence changes within the health-care sphere. Finally, an important aspect of the case design was to develop students’ analytical confidence by encouraging them to “get their hands dirty” and to carry out some basic exploratory data analytics themselves. As such, the case requires students to combine and correlate data and to experience the potentially powerful combination of clinical and consumer data. Instructors should find that the insights from these activities give students unique insights into the potential for of data analytics to move health care from a reactive/treatment ethos to a proactive/intervention ethos. This experience can be particularly revealing for students with clinical backgrounds who may initially be resistant to the use of clinical data by commercial organizations.

In 2020, mining activity by Rio Tinto destroyed rock caves in Western Australia's Juukan Gorge that are considered sacred sites by the First Nation Peoples of that area, the Puutu Kunti Kurrama and Pinikura (PKKP) Peoples. This paper examines the public response to the damage caused at this culturally sensitive site and identifies cultural heritage protection strategies that emerged in the aftermath of this catastrophic event.

This research applies a qualitative case study method and analysis of open-sourced official policy documents, media reports and published institutional statements.

The research identified specific cultural heritage protection strategies, including stakeholder-driven advocacy and shared values approach to business practices to help foster a greater appreciation of the connections between people, objects and lands. Whilst the mining activities were considered lawful, significant gaps in the legislation to protect heritage sites were also exposed.

Using a recent case that occurred in 2020, this paper unpacks how the motivations for accessing minerals can override cultural sensibilities and legal/ethical frameworks established to protect cultural heritage. This paper brings to light the liabilities associated with the mining industry when operating in a culturally significant environment where appropriate due diligence to manage cultural heritage is not thoroughly applied. The paper highlights the role the community can play in demanding improved corporate social responsibility which can, in turn, act as a strategy for cultural heritage protection.

The world needs to pave a path towards sustainable development to solve global poverty and inequality, thereby ensuring that no one is left behind. The transformative changes brought about by the fourth industrial revolution (4IR), encompassed by the new world of work (NWOW), pose a significant threat to the displacement of jobs, especially in developing contexts, where many jobs are susceptible to automation. This results in a tension between the stakeholder and shareholder perspectives, which results in the phenomenon referred to in this study as the People Versus Profit Paradox. The purpose of this study is to determine business leaders’ perceptions of this paradox by generating an in-depth understanding of its nature and potential consequences. This study generated insights through a generic qualitative research design based on 10 semi-structured interviews with business leaders from multiple industries in developing countries. This study’s major contribution is the development of an up-to-date understanding of business leaders’ perceptions of sustainable development with respect to the 4IR and the People Versus Profit Paradox in developing countries. The two main findings of the study reveal that organisational purpose has changed towards a more inclusive stakeholder perspective, and that business leaders’ perceptions reveal a relative state of bias regarding the current impact of the 4IR in developing contexts. This study aims to inspire business leaders in developing contexts to embrace sustainable development and the disruptive changes brought about by the 4IR, to usher in a sustainable future where no one is left behind.

The Good Friday Agreement of 1998 was the explicit base for the politically shared, though tenuous, internal government of Northern Ireland. This ensuing process has highlighted the centrality of the national police, as a country or state attempts to shift towards a contemporary, pluralistic democracy. To clarify, the police force, which was previously an instrument of control, must now become an organization that strives for the consent and support of the public. Using Mawby’s models of policing as an organizational framework, this article focuses attention on the policing paradigms of Northern Ireland over the course of its social history. It puts forth the argument that, despite some strategic changes, it is only upon the heels of the Good Friday Agreement and the consequent governmental change that the police force has begun to shift its operational paradigm away from the colonial model toward an Anglo‐Saxon paradigm.

The purpose of this paper is to identify the main tasks and challenges of the manager role in a hybrid incubator organization, here defined as being one owned by both private companies and public organizations.

The study uses a stakeholder management approach to focus on tasks related to multiple relationships. It employs an interview‐based case method. Semi‐structured qualitative interviews and documents were used to collect data. Interviews with external stakeholders provided additional information about management tasks and how they appear in the incubation context. The role of the incubator and the manager is described through the stories of three different technology ventures, which the incubator worked with at the time of the study.

The tasks and challenges of the incubator manager concentrated around helping incubated companies gain access to much‐needed knowledge. Different modes of knowledge were added to the start‐up companies from the incubator's staff and manager and the owner companies. In order to manage knowledge flows effectively, organisational knowledge mode was highly valuable to the incubator manager. The hybrid corporate incubator's assignment is more diverse and less associated with the parent companies' core strategies than what is typical for a corporate incubator's assignment. Production of shareholder value did not have the highest priority. Other stakeholder groups than the shareholders reaped most of the benefit from the incubator's work.

The paper discusses practical challenges tied to the work of incubator managers such as the need to be able to maintain relationships, align diverging interests and manage expectations from different stakeholders.

No previous studies have examined corporate incubator management through a single‐case study. A corporate incubator's different stakeholders have not often been examined.

The purpose of this chapter is to examine the proliferation of scientific management and then to consider its effect on business and society. Our examination begins with a brief survey of various management approaches that emerged in the early twentieth century. We focus on Frederick Taylor, the originator of scientific management, as the person with the greatest influence on management scholarship. We assert that the propagation of scientific management in all sectors of business and society is so pervasive that is it ubiquitous, making it exceedingly difficult to consciously detect or question. We examine how core ideas from scientific management have facilitated the dehumanization of stakeholders in management scholarship and practice. We then discuss how dehumanizing tendencies — informed by the hidden ubiquity of scientific management — have permeated research in corporate social responsibility and management theory. We conclude with suggestions for integrating humanity into management theory.

Intractable conflict is a long-time violent and self-perpetuating crisis. The peacemaking revolution has the potential to stop the destructive dynamic of the conflict. The purpose of this paper is to present a contractualist model of a peacemaking revolution and its theoretical foundations. It analyzes the revolutionary peacemaking process in Northern Ireland during the 1990s in light of the contractualist model.

The paper presents a contractualist model to describe the interplay between leaders (policymakers) and people (public opinion) and its impact on the strategy to cope with situations of intractable conflict. The paper includes theoretical background and a case study analysis.

The peacemaking revolution is a process of dynamic equilibrium between peacemaking policy and public expectations for change. It progresses from one point of equilibrium to the next.

The paper intends to add a fresh perspective to the study of the peacemaking revolution, in general, and the interplay between peacemaking policy and public support in particular. It points out that a consensus-building process, which combines political-elite diplomacy and public diplomacy, has the potential to create the conditions for a peacemaking revolution. Political-elite diplomacy offers diplomatic channels for leaders to begin a peace process, support it and conclude agreements. Public diplomacy offers instruments to involve the people in the peacemaking efforts, prepare them for a change and motivate the leaderships to conclude agreements.

The purpose of this paper is to investigate the extent and significance of involvement of craft brewery operators in their community through the lens of the stakeholder theory (ST). In addition, differences between forms of involvement and demographic characteristics of operators and breweries are examined.

As many as 218 operators of predominantly micro-craft breweries across the USA participated in an online questionnaire designed to gather their perceptions.

While paying taxes was participants’ main perceived form of contribution, providing an artisan-made product, the significance of the craft brewery as a community “hub”, and that of increasing the number of leisure alternatives also emerged. A further 52.8 per cent of participants indicated contributing US$100,000 or more to the community annually. Statistically significant differences were revealed, for instance, based on craft breweries’ production volume, and the level of financial contribution. Various associations between operators’ perceived contributions and the ST theses were established in regard to cooperative interests (descriptive), stakeholder management (instrumental), and moral principles (normative).

First, by examining corporate social responsibility (CSR) in the craft brewing industry and among predominantly smaller firms, the study addresses two under-researched areas. Second, a refinement of the ST in the context of the craft brewing industry is proposed, highlighting the links between ST-based theses and the findings. Third, the study contributes to three different types of literature: micro and small business, craft brewing entrepreneurship, and CSR.

The purpose of this paper is to set out a structured meta‐methodology, named DIODE, for the ethical assessment of new and emerging technologies. DIODE has been designed by a mixture of academics, governmental people and commercial practitioners. It is designed to help diverse organisations and individuals conduct ethical assessments of new and emerging technologies.

A framework discussion paper was developed for consultation to ensure that DIODE addresses fundamental ethical concerns, has appropriate and manageable scope and is comprehensive in its ethical compass. The resulting DIODE meta‐methodology uses flowcharts and templates, encompassing the use of diverse tools and techniques.

There are two different angles for the ethical assessment of new technologies; a strategic/abstract angle and a project/application specific angle. DIODE includes two channels to accommodate this distinction. Early stage testing yielded positive feedback and mostly favourable comment. Additional guidance materials are being developed in response to the feedback.

Without training and guidance, it is difficult for technologists to take ethical concerns into account during the development and deployment of new technologies. DIODE can provide that training and guidance through a practical meta‐methodology which should help ICT professionals, policy makers and academics.

There is very little structured methodology material available on the ethical assessment of new technologies. The depth and sophistication contained in DIODE is therefore believed to be unique. DIODE provides practical help while remaining rooted in the philosophical and theoretical concepts of ethics.

The purpose of this paper is to examine to what extent the conventional stakeholder model mirrors managerial perceptions of the stakeholder environment in the Swedish fashion industry. The authors aim to adopt a novel approach to stakeholder measurement, as the traditional stakeholder model is constrained by its static two-dimensional nature, which captures neither the nuances of the stakeholder literature nor the dynamics of the firm’s stakeholder universe.

Empirically, the paper is based on findings from a survey among 492 Swedish fashion manufacturers and retailers.

The paper reports significant discrepancy between the conventional stakeholder model and the perceptions of real-life managers of the stakeholder environment. On the surface, their understanding is more in line with the managerial model of the firm from which the stakeholder literature originally departs. It is argued, however, that the discrepancy may be rooted in technology rather than theory as the stakeholder model is constrained by its static two-dimensional nature, which captures neither the nuances of the stakeholder literature nor the dynamics of the firm’s stakeholder universe. The paper, therefore, introduces an animated alternative to the conventional stakeholder model that provides a richer graphical representation of a firm’s stakeholder universe.

The paper refers to the open-ended questions in the survey in terms of descriptive statistics, and not the entire quantitative measures in the survey. This is because these questions are crucial to the authors’ approach to the suggested new stakeholder model, which is not tested quantitatively, but should be perceived as explorative – as a qualitative outcome of the survey. The survey is conducted through the web in the Swedish fashion industry only; thus; the authors’ suggested model needs further quantitative qualification, which the authors plead for in future research.

The originality of the paper is its novel approach to stakeholder measurement based on the perceptions of real-life managers of the stakeholder environment of the Swedish fashion industry. The traditional stakeholder model is constrained by its static two-dimensional nature, which the paper’s animated three-dimensional alternative provides a richer graphical representation of a firm’s stakeholder universe.