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Business development, sustainable business practices, corporate social responsibility.

Executive education, postgraduate, undergraduate.

City Developments Limited (CDL) is one of Singapore's leading international property and hotel conglomerates, involved in real estate development and investment, hotel ownership and management, facilities management and the provision of hospitality solutions. The group has developed over 22,000 luxurious and quality homes in Singapore, catering to a wide range of market segments. CDL is widely recognised as a champion of sustainable practices in Singapore. It was the first company honoured with the President's Social Service Award and President's Award for the Environment in 2007. It was also the only developer to be accorded the Built Environment Leadership Platinum Award in 2009 and Green Mark Platinum Champion Award in 2011 by the Building and Construction Authority, the governing authority for Singapore's built environment. CDL was the first Singaporean company to be listed on all three of the world's top sustainability benchmarks – FTSE4Good Index Series since 2002, Global 100 Most Sustainable Corporations in the World since 2010 and the Dow Jones Sustainability Indexes since 2011. This case discusses the many factors that have enabled CDL to successfully manage its journey in sustainable business development. It also creates an opportunity for students to discuss other steps or measures the company could take to further increase stakeholders' awareness and adoption of their sustainability vision.

This case discusses the concepts of sustainability and the reasons why companies believe in following sustainable practices. Through this case, students would get an opportunity to discuss the sustainable practices adopted by one of the well-known Singapore companies, CDL. They would understand the costs and benefits of being a champion of CSR, the benefits to the stakeholders of CDL, and the ways CSR provides a competitive advantage.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Andreas Stihl AG is the world's leading manufacturer of chain saws and other outdoor handheld power equipment. Based on marketing challenges in its high-volume retail channel—mass merchants such as The Home Depot and Lowe's—Stihl's U.S. unit has narrowed its distribution system to a single channel: independent retail dealers specializing in yard maintenance equipment. This risky and highly publicized decision has proved extremely successful, raising profits, attracting more dealers into exclusive relationships with Stihl, and strengthening the brand's top-quality positioning. But Stihl management are concerned that this channel system may not fit tomorrow's demographics, dominated by homeowners from the so-called Generation X and Generation Y. The case outlines Stihl's business and channel systems and customer needs, then poses a series of questions that management believes must be answered to determine whether to maintain or move away from reliance on its specialty retailers and how to adapt its system.

To understand issues related to retail channel strategy development in fast-changing consumer markets, as well as the challenges of adapting legacy routes-to-market systems to changing consumer service output demands.

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

The learning outcomes are as follows: Understand the concept and characteristics of Bottom of Pyramid (BoP) markets; understand the concept and characteristics of frugal innovations; understand the Design Thinking approach to product design and how it might be useful to develop frugal innovations for BoP markets.

The case details the journey of a group of students at a premier engineering college in India. The group aimed to develop and implement a social innovation that addressed a serious and important health issue – menstrual hygiene practices among urban slum dwellers in India. The case begins with how a chance visit to an NGO inspired a pair of students to take up this issue, how the project unfolded at their college, the challenges faced in their journey and, finally, an outcome that was only a partial success. It raises important questions of challenges that are specific to bottom of pyramid markets in emerging economies. The case can provide a context for discussions on approaching frugal innovations from a Design Thinking perspective.

This case can be used in social innovation courses/modules at an undergraduate or graduate level in social innovation and social entrepreneurship courses. The case is best positioned towards the beginning of the course as an overview of the process of Social Innovation, and to discuss the relevance of concepts of BoP markets and frugal innovation.

Teaching Notes are available for educators only.

CSS 7: Management Science.

TASER International, Inc. is one of the world's leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO of TASER International become aware of a highly critical article in Barron's. The article questions the legitimacy of their high stock price and casts doubt on their continued ability to grow. The case presents the company's counterarguments to the critical Barron's article, and asks for alternatives for TASER's next move into the relatively untapped consumer market with a new consumer-oriented product, the TASER X26^C. The case resulted from lengthy in-person, email, and phone interviews with TASER's President, Tom Smith. In addition, the company and its products have been well publicized in the national business press and in the local newspapers. Further, product details and other information on TASERs and other less-lethal weapons has been published in numerous police and military sources. Finally, TASER International's website has been a rich source of supplemental information to support the writing of the case.