Ivey Publishing

Management: People, Performance & Change

Gomez-Mejia, L.R., Balkin, D.B., Cardy, R.L.,2/e (United States, McGraw-Hill Irwin, 2005)
Prepared By Paul W. Beamish, Professor
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Management and Its Evolution

AURORA CULTURAL CENTRE
Charlene Zietsma, Geoffrey Kistruck

Product Number: 9B05M050
Publication Date: 9/22/2005
Revision Date: 10/1/2009
Length: 16 pages

The Aurora Cultural Centre's mission is to foster a more just community, globally and locally, by providing community education on diversity and cross-cultural awareness, global development issues, and immigration/refugee issues. The centre also provide housing and settlement services to new immigrants and refugees. The organization has been facing budget deficits, administrative overload, board member turnover and staff problems. A recently appointed member of the board is preparing to lead a board strategy retreat and must make recommendations on improvements to the agency's financial performance and must determine how she can convince the board members that the situation is serious and requires immediate action.

Teaching Note: 8B05M50 (10 pages)
Industry: Social Advocacy Organizations
Issues: Strategy Development; Mission Statements; Non-Profit Organization
Difficulty: 4 - Undergraduate/MBA



MARIE BOHM AND THE ASPECT GROUP
Alison Konrad

Product Number: 9B05C017
Publication Date: 6/14/2005
Revision Date: 9/28/2009
Length: 10 pages

The Aspect Group is a small entrepreneurial marketing company that focuses on brand management. Having worked in the industry for a number of years both as permanent employee and freelancer, Marie Bohm founded the Aspect Group with a goal of developing a humane work environment with work-life flexibility. To grow the business, she is faced with two choices: she could partner with a small local firm or link with a high-profile firm in Toronto. The latter would provide greater visibility and credibility but she is concerned that the demands could alter the work-life flexibility qualities she valued. A video is available, product # 7B05C017.

Teaching Note: 8B05C17 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategic Alliances; Family-Work Interaction; Women in Management; Human Resources Management
Difficulty: 4 - Undergraduate/MBA



THE CAREER CHOICE OF MS. LINLIN CHEN
Fernando Olivera, Bin Zhao

Product Number: 9B07C015
Publication Date: 3/16/2007
Length: 6 pages

Linlin Chen, a sales manager at Allnation Import and Export Co. Ltd. is in her office looking at the revenue reports for her sales in the past three months. Her numbers are very good, and she knows she is about to be rewarded with a promotion and the opportunity to become a shareholder in the company. Chen has been thinking about becoming an entrepreneur for some time. As she weighs in the risks and the opportunities, she realizes that she needs to make a decision within nine days when she will be asked to become a shareholder in the company.

Teaching Note: 8B07C15 (5 pages)
Industry: Manufacturing
Issues: China; Entrepreneurship Opportunity; Career Anchor; Career Choice
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Managing in a Global Environment

NORA-SAKARI: A PROPOSED JV IN MALAYSIA (REVISED)
Paul W. Beamish, R. Azimah Ainuddin

Product Number: 9B06M006
Publication Date: 11/30/2005
Revision Date: 5/23/2012
Length: 16 pages

This case presents the perspective of a Malaysian company, Nora Bhd, which was in the process of trying to establish a telecommunications joint venture with a Finnish firm, Sakari Oy. Negotiations have broken down between the firms, and students are asked to try to restructure a win-win deal. The case examines some of the most common issues involved in partner selection and design in international joint ventures.

Teaching Note: 8B06M06 (12 pages)
Industry: Information, Media & Telecommunications
Issues: Intercultural Relations; Third World; Negotiation; Joint Ventures; Finland; Malaysia
Difficulty: 4 - Undergraduate/MBA



CIBC-BARCLAYS: SHOULD THEIR CARIBBEAN OPERATIONS BE MERGED?
Don Wood, Paul W. Beamish

Product Number: 9B04M067
Publication Date: 1/10/2005
Revision Date: 9/21/2011
Length: 17 pages

At the end of 2001, the Canadian Imperial Bank of Commerce (CIBC) and Barclays Bank PLC were in advanced negotiations regarding the potential merger of their respective retail, corporate and offshore banking operations in the Caribbean. Some members of each board wondered whether this was the best direction to take. Would the combined company be able to deliver superior returns? Would it be possible to integrate, within budget, companies that had competed with each other in the region for decades? Would either firm be better off divesting regional operations instead? Should the two firms just continue to go-it-alone with emphasis on continual improvement? A decision needed to be made within the coming week. This case may be taught on a stand alone basis or in combination with any of the six additional Cross-Enterprise cases that deal with the various functional issues associated with the actual merger: Accounting and Finance - CIBC-Barclays: Accounting for Their Merger, product 9B04B022, Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032, Marketing and Branding - FirstCaribbean International Bank: The Marketing and Branding Challenges of a Start-up, product 9B05A012, Human Resources - Harmonization of Compensation and Benefits for FirstCaribbean International Bank, product 9B04C053, Finance - FirstCaribbean Merger: The Proposed Merger, product 9B06N004, and technical note - Note on Banking in the Caribbean, product 9B05M015.

Teaching Note: 8B04M67 (8 pages)
Industry: Finance and Insurance
Issues: Corporate Strategy; Emerging Markets; Mergers & Acquisitions; Integration; University of West Indies
Difficulty: 4 - Undergraduate/MBA



VINCOR AND THE NEW WORLD OF WINE
Paul W. Beamish, Nikhil Celly

Product Number: 9B04M001
Publication Date: 1/14/2004
Revision Date: 11/18/2014
Length: 17 pages

Vincor International Inc. was Canada's largest wine company and North America's fourth largest in 2002. The company had decided to internationalize and as the first step had entered the United States through two acquisitions.The company's chief executive officer felt that to be among the top 10 wineries in the world, Vincor needed to look beyond the region. To the end, he was considering the acquisition of an Australian company, Goundrey Wines. He must analyze thestrategic rationale for the acquisition of Goundrey as well as to probe questions of strategic fit and value.

Teaching Note: 8B04M01 (14 pages)
Industry: Manufacturing
Issues: Internationalization; Market Entry; Acquisitions; Growth Strategy
Difficulty: 4 - Undergraduate/MBA



YUNNAN BAIYAO: TRADITIONAL MEDICINE MEETS PRODUCT/MARKET DIVERSIFICATION
Paul W. Beamish, George Peng

Product Number: 9B06M088
Publication Date: 1/23/2007
Revision Date: 9/21/2011
Length: 17 pages

In 2003, 3M initiated contact with Yunnan Baiyao Group Co., Ltd. to discuss potential cooperation opportunities in the area of transdermal pharmaceutical products. Yunnan Baiyao (YB), was a household brand in China for its unique traditional herbal medicines. In recent years, the company had been engaged in a series of corporate reforms and product/market diversification strategies to respond to the change in the Chinese pharmaceutical industry and competition at a global level. By 2003, YB was already a vertically integrated, product-diversified group company with an ambition to become an international player. The proposed cooperation with 3M was attractive to YB, not only as an opportunity for domestic product diversification, but also for international diversification. YB had been attempting to internationalize its products and an overseas department had been established in 2002 specifically for this purpose. On the other hand, YB had also been considering another option namely, whether to extend its brand to toothpaste and other healthcare products. YB had to make decisions about which of the two options to pursue and whether it was feasible to pursue both.

Teaching Note: 8B06M88 (12 pages)
Industry: Health Care Services
Issues: China; Product Diversification; Internationalization; Brand Extension; Alliances
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Managing Social Responsibility and Ethics

KILLER COKE: THE CAMPAIGN AGAINST COCA-COLA
Henry W. Lane, David T.A. Wesley

Product Number: 9B07C003
Publication Date: 1/31/2007
Revision Date: 2/24/2010
Length: 23 pages

The CEO of Coca-Cola is faced with increasing criticism over the company's handling of alleged human rights abuses in Colombia. A grass roots protest movement known as The Campaign to Stop Killer Coke has built international support for a boycott of Coca-Cola products on college campuses. The campaign centers specifically on the intimidation and murder of union leaders at a specific Coca-Cola bottling plant in Colombia. Coca-Cola asserted that it was not responsible for such abuses. Rather, the violence at the Coca-Cola plant was the product of a political situation that was beyond the company's control. The company further argued that it was in compliance with local labor laws, and had been dismissed as the defendant in lawsuits filed in Colombia and U.S. courts. At the time of the case, Coca-Cola is faced with anti-Coke campaigns at more than 100 college campuses worldwide and official boycotts of its products at a number of large well-known campuses in the United States. In response, the company has undertaken an audit of its bottling plants in Colombia. It also launched a public relations campaign aimed at refuting accusations of human rights violations. The case can be used to discuss corporate ethics, extraterritoriality, marketing and public relations.

Teaching Note: 8B07C03 (11 pages)
Industry: Manufacturing
Issues: Trade Unions; Ethical Issues; Emerging Markets; Supplier Selection; Northeastern
Difficulty: 4 - Undergraduate/MBA



WHAT ARE WE POURING IN OUR MORNING CEREAL? (A)
Gerard Seijts, Dan Crim

Product Number: 9B05C028
Publication Date: 10/13/2005
Length: 10 pages

A husband and wife investigative reporting team had created a four-part TV series on a genetically modified bovine growth hormone produced by a large biotech company. The hormone was injected into dairy cows to increase milk yields. The TV series raised concerns about the health effects of the hormone on humans who consumed the milk. Shortly before the series was to air, an attorney for the biotech company contacted the TV network and demanded that the script for the series be altered. The investigative reporters has to decide options they have. The supplement, What Are We Pouring In Our Morning Cereal? (B), product 9B05C029, discusses the aftermath of their decision.

Teaching Note: 8B05C28 (6 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Product Safety; Whistleblower; Leadership; Ethical Issues; Accountability
Difficulty: 4 - Undergraduate/MBA



PHIL CHAN (A)
Paul W. Beamish, Jean-Louis Schaan

Product Number: 9A98M022
Publication Date: 11/5/1998
Revision Date: 2/1/2010
Length: 8 pages

The case deals with a scam that has been run out of Nigeria since 1990. In it, foreign companies are approached for their assistance in facilitating an international transfer of funds in order to receive a very large but unearned commission. In the case, a Hong Kong-based manager who is travelling to Nigeria is unaware that he is walking into a situation where his company is about to be cheated. The objective of the case is to raise the issue of ethics in the conduct of international business. A follow-up case (9A98M023) is available.

Teaching Note: 8A98M22 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Negotiation; Human Behaviour; Ethical Issues; Personal Values
Difficulty: 4 - Undergraduate/MBA



BROAD AIR CONDITIONING AND ENVIRONMENTAL PROTECTION
Zhi Yi He, Meng Sun, Paul W. Beamish

Product Number: 9B04M034
Publication Date: 6/24/2004
Revision Date: 10/14/2009
Length: 12 pages

Broad Air Conditioning is a Chinese company with a proactive environmental attitude, but suffering from deteriorating financial results. The company founder and chief executive officer must decide whether to start producing electricity powered air conditioners to improve its financial results easily or stick to its ideal and only manufacture machines powered by heat. The major theme of this case is to understand corporate social responsibility, by discussing how an enterprise can find a way to harmonize the relationship between benefitting the company and protecting the environment, especially in developing countries.

Teaching Note: 8B04M34 (8 pages)
Industry: Manufacturing
Issues: China; Corporate Responsibility; Sustainable Development; Environment; Energy; Peking University
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Managing Organizational Culture and Change

APPLE INC.: IPODS AND ITUNES
Mary M. Crossan, Ken Mark

Product Number: 9B05M046
Publication Date: 8/2/2005
Revision Date: 4/15/2010
Length: 13 pages

Apple Computer, Inc. has enjoyed tremendous market success with its digital music initiative consisting of software (iTunes), hardware (iPods and Shuffles), and content (iTunes Music Store). Highlighted is the development of the online music industry within the context of the overall music industry, the major record labels, Napster, and the Recording Industry Association of America. Students will be able to conduct an industry analysis of the music industry and determine why Apple Computer has succeeded in profiting from digital music while others have failed.

Teaching Note: 8B05M46 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: New Economy; Strategy Implementation; Industry Analysis; Business and Society
Difficulty: 4 - Undergraduate/MBA



MICHELIN IN THE LAND OF THE MAHARAJAHS (A): NOTE ON THE TIRE INDUSTRY IN INDIA
Pierre-Xavier Meschi

Product Number: 9B07M030
Publication Date: 4/2/2007
Length: 20 pages

As opposed to other emerging countries, the tire market in India was almost exclusively dominated by local players: 90 per cent of all tires on the Indian market were made and sold by local Indian companies. It is important to note that the big names of the world tire industry - Michelin, Bridgestone, Goodyear and Continental - were hardly visible in India. Michelin was absent from the Indian tire market and it is very surprising that the world leader of the tire industry had neither a production facility nor a distribution network in India. Why such an absence? Why did Michelin have so little presence in Asian emerging countries and especially in India? This case presents the main features of the tire industry in India. The case allows students to carry out a comprehensive strategic evaluation of the industry's attractiveness as well as an in-depth analysis of the structure of competition. Students will also conduct performance analysis for each company.

Teaching Note: 8B07M30 (4 pages)
Industry: Manufacturing
Issues: Industry Analysis; International Strategy
Difficulty: 4 - Undergraduate/MBA



ISTOCKPHOTO.COM: TURNING COMMUNITY INTO COMMERCE
Rebecca A. Grant, Meghan Stothers

Product Number: 9B07E013
Publication Date: 1/26/2007
Revision Date: 5/28/2007
Length: 12 pages

When the founder of iStockphoto.com started the company in 2000, his objective was to share his vast collection of stock photography with graphic designers worldwide, and, in the process, help others do the same. By 2002, the organization was a respected and successful online community, but the founder and his partners now had to consider the profitability of their company. iStock was founded on community and collaboration - not commerce. Should the model change and if so, what would it take to make a significant culture change work? The case examines the culture and business opportunities for this start-up. It demonstrates the challenges of generating profit from an online community, as well as the key factors needed to build a community that can be turned into a profitable business.

Teaching Note: 8B07E13 (8 pages)
Industry: Manufacturing
Issues: Organizational Change; E-Business Models; Strategy Implementation; E-Commerce
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Managing the Planning Process

NEWFOUNDLAND CENTRE FOR THE ARTS
Charlene Zietsma, Gillian Rowe

Product Number: 9B05M038
Publication Date: 5/30/2005
Revision Date: 10/1/2009
Length: 17 pages

The Newfoundland Centre for the Arts (NCA) was a theatre, dance and visual arts organization with a long history of promoting indigenous Newfoundland and Labrador arts. The centre was a democratic, member-driven organization, and stakeholders disagreed over aspects of the centre's mandate and operations. NCA had also experienced financial difficulties, including a crisis in 2002 that almost resulted in closure. Funding came through, and the general manager undertook a strategic review of the organization. She must now present her recommendations to ensure the long term viability and success of NCA to the board of directors.

Teaching Note: 8B05M38 (13 pages)
Industry: Social Advocacy Organizations
Issues: Arts Administration; Strategy Implementation; Strategic Planning; Non-Profit Organization
Difficulty: 4 - Undergraduate/MBA



CHICKEN AND EGG: A STUDY OF THE POULTRY GENETICS INDUSTRY
Patrick F. O'Leary

Product Number: 9B06A022
Publication Date: 10/12/2006
Revision Date: 9/30/2008
Length: 13 pages

At the beginning of 2006, the president of Ullman International (Ullman), a leading producer of hybrid chicks for both the American and world egg industry was facing many challenges: his imminent retirement, the threat of the Asian bird flu, zero or negative growth in primary markets, increasing pressure from the animal rights movement and a strained relationship with Ullman's European parent company. 2006 marked the end of an era for this $200 million company as it enters a period of revolutionary organizational and environmental change, the resolution of which will determine its fate for the next decades.

Teaching Note: 8B06A22 (10 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Ethical Issues; Succession Planning; International Business; Industry Analysis; Biotechnology; Cross Cultural Management; Industry Globalization
Difficulty: 4 - Undergraduate/MBA



COMPETING BY THE BOOK: DESTINATION CHINA
Cyril Bouquet, William Hawkins, John J. Wegener

Product Number: 9B05M061
Publication Date: 10/28/2005
Revision Date: 10/3/2009
Length: 8 pages

Lingo Media is a leading publisher of English language learning programs in China. But market share leadership hasn't come easily for the Canadian-based company, and doesn't equate with impressive sales or tangible profitability. Described is the company's learning journey in China and looks at the lessons learned on choosing the right alliance partner, tailoring products to unique local Chinese customers, and what unique resources are necessary to successfully do business in 21st century China.

Teaching Note: 8B05M61 (11 pages)
Industry: Manufacturing
Issues: China; Managing a Small Firm; Strategic Alliances; Strategic Planning; Internationalization
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Decision Making

A DIFFICULT HIRING DECISION AT CENTRAL BANK
Mark S. Schwartz, Hazel Copp

Product Number: 9B06C004
Publication Date: 3/1/2006
Revision Date: 9/15/2009
Length: 21 pages

The case is designed to encourage readers to select among three highly qualified candidates for an important managerial position. In doing so, readers are required to establish the set of criteria that they believe should be taken into account when making an important hiring decision for the bank. Through the process of considering and prioritizing potential criteria with respect to the three potential candidates, readers are led to evaluate and reflect upon the vision, mission and core ethical values of the bank.

Teaching Note: 8B06C04 (13 pages)
Industry: Finance and Insurance
Issues: Ethical Issues; Corporate Culture; Human Resources Management; Employee Selection
Difficulty: 5 - MBA/Postgraduate



GVM EXPLORATION LIMITED
Michael J. Rouse, Guo-Liang Frank Jiang

Product Number: 9B07M007
Publication Date: 12/15/2006
Length: 10 pages

GVM Exploration Limited's (GVM) $2 million environmental assessment project at Grizzly Valley was disrupted by a road blockade set up by a small group of local First Nation people. How GVM handled this situation would not only affect the progress of the Grizzly Valley project but also other ongoing projects. The case challenges students to address an emergent situation. Students will need to think through the short-term and long-term implications of the potential project delay or legal actions. They must assess the issues, alternatives, and decision criteria before selecting the actions to be recommended. The case introduces stakeholder management and corporate social responsibility (CSR). However, the case provides a fairly inclusive scenario where a stakeholder or CSR perspective alone does not dictate strategic directions. Students will need to take into account both stakeholder and business imperatives.

Teaching Note: 8B07M07 (7 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Resource Allocation; Stakeholder Analysis; Growth; Ethical Issues
Difficulty: 4 - Undergraduate/MBA



PHARMAXIS: A STAR PERFORMER AT COMMERCIALIZATION CROSSROADS
Deepak Sardana, Don Scott-Kemmis

Product Number: 9B06M093
Publication Date: 11/6/2006
Length: 13 pages

Pharmaxis is a new biotechnology venture based in Sydney, Australia. The case brings to light the important stages in the growth of the company and the commercialization decisions the company faced. It also highlights both the uniqueness of some of the managing team's decisions and their understanding of the industry. The case underscores the point that good decision-making can overcome apparent barriers to growth. The company is now at a key decision point. It needs to determine the best approach to commercialize its first diagnostic product. The wrong decision could waste scarce financial resources, divert the time of managers and researchers, and jeopardize the reputation of the firm with potential investors.

Teaching Note: 8B06M93 (8 pages)
Issues: Managing Growth; Business Development; Biotechnology Management; Planning
Difficulty: 5 - MBA/Postgraduate



GUEST-TEK INTERACTIVE ENTERTAINMENT: INTERNATIONAL SALES
Laurie Milton, Nigel Goodwin

Product Number: 9B06M067
Publication Date: 7/27/2006
Revision Date: 9/21/2009
Length: 17 pages

The chief executive officer of Calgary-based Guest-Tek Interactive Entertainment Ltd., a leading provider of high-speed Internet access to the hotel industry, must consider whether and how his company should grow its business overseas. Ninety-seven per cent of Guest-Tek's fiscal year 2003 revenue was derived from North American hotels - a market he knew would eventually become saturated. Guest-Tek had listed publicly in January 2004. Both internal and external investors now demanded results. Other geographic markets held the promise of new growth and competitors were already pursuing those opportunities.

Teaching Note: 8B06M67 (9 pages)
Industry: Information, Media & Telecommunications
Issues: International Marketing; Industry Globalization; Telecommunication Technology; Decision Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Strategic Management

MAPQUEST
Paul W. Beamish, Kevin K. Boeh

Product Number: 9B04M044
Publication Date: 9/20/2004
Revision Date: 9/18/2008
Length: 22 pages

MapQuest is a leading provider of mapping services and destination information as well as a publisher of maps, atlases and other guides. On the Internet, they provide these products and services both to consumers directly and to other businesses enabling these businesses to provide location, mapping and destination information to their own customers. The company completed a successful initial public offering five years ago and were in a strong competitive position. However, the markets were allowing competitors to quickly get funding in both private and public deals. As well, there were perceptions that a general stock market bubble existed for technology companies. The chief executive officer had several options available, and wanted to consider those options and present a recommendation to the board. Possible options included splitting the firm's old and new-line business units, raising capital to fund an acquisition strategy, forging a set of alliances, focusing on organic growth, and pursuing the sale of the firm.

Teaching Note: 8B04M44 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Corporate Strategy; Strategic Alliances; Competitive Advantage; Mergers & Acquisitions
Difficulty: 4 - Undergraduate/MBA



HONEY CARE AFRICA (A): A DIFFERENT BUSINESS MODEL
Oana Branzei, Michael Valente

Product Number: 9B07M022
Publication Date: 4/2/2007
Revision Date: 4/24/2007
Length: 16 pages

The founding entrepreneur of Honey Care Africa revitalized Kenya’s national honey industry by focusing on small-holder farmers across the country. Central to success was an innovative business model: a synergistic partnership between the development sector, the private sector, and rural communities that drew on the core competencies of each party as well as their complementary roles. This tripartite model was combined with local manufacturing of beehives, effective beekeeping training, a guaranteed market for small-holder farmers through forward contracts, and prompt payments. Four years later, Honey Care had achieved a 68 per cent market share in Kenya and distributed several brands of organic, fair-trade honey internationally, and was a lead distributor of beeswax. The business model had been successfully replicated in neighbouring Tanzania, and there were plans to expand to Uganda and Sudan.

Teaching Note: 8B07M22 (15 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Competitive Advantage; Sustainable Development; Alliances; Africa
Difficulty: 4 - Undergraduate/MBA



JACQUES KEMP: TOWARDS PERFORMANCE EXCELLENCE
Rod E. White, Andreas Schotter

Product Number: 9B06M084
Publication Date: 1/9/2007
Revision Date: 9/21/2009
Length: 19 pages

Over the past two years, ING Insurance Asia/Pacific had successfully implemented a new organizational and operational framework called Towards Performance Excellence (TPE), which was developed with inputs from functional heads, senior management and staff at the business unit level. TPE detailed and organized everything ING Asia/Pacific needed to execute its strategy effectively. TPE divided ING's business processes into six core categories: portfolio, marketing, organizational, operational, reputation and financial. Each category included aspects of execution known as drivers, which required managers to identify specific objectives and key performance indicators (KPIs) for each driver or sub-driver. The case includes many original exhibits and is ideally taught as the follow up case of the ING Insurance Asia/Pacific, Ivey product #9B06M083 or as a standalone case, which illustrates a real example of regional versus local organizational management.

Teaching Note: 8B06M83 (12 pages)
Industry: Finance and Insurance
Issues: Organizational Design; Organizational Structure; International Management
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Entrepreneurship and Innovation

TAKAHIKO NARAKI, THE THREE MILLION YEN ENTREPRENEUR
Eric Morse, Jason Inch

Product Number: 9B04M054
Publication Date: 10/13/2004
Revision Date: 10/15/2009
Length: 10 pages

Takahiko Naraki is a young entrepreneur in Japan who is trying to make his Internet-based business model work in the challenging Tokyo business world, and must make a key decision: whether and how to expand his business. In addition to discussing the work-life balance of entrepreneurs in general, and this one Japanese entrepreneur in particular, the case also introduces aspects of the Japanese entrepreneurial environment including the importance of networking, the business laws regulating entrepreneurial activity, social perceptions of entrepreneurship, and the capital market for small companies in Japan.

Teaching Note: 8B04M54 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Entrepreneurial Business Growth; Work-life Balance; Networks; Internet Marketing
Difficulty: 4 - Undergraduate/MBA



CORAL DIVERS RESORT
Paul W. Beamish, Kent E. Neupert

Product Number: 9A96M001
Publication Date: 2/6/1996
Revision Date: 2/10/2010
Length: 18 pages

The owner of a small scuba diving operation in the Bahamas is reassessing his strategic direction in the light of declining revenues. Among the changes being considered are shark diving, family diving, exit, and shifting operations to another Caribbean location. These options are not easily combined, nor are they subtle. The case is intended to provide a work-out on the relationship between strategy, organization and performance, and how changes in strategy will dramatically affect the organization. The case also highlights the importance of understanding demographic changes as part of an environmental analysis. (A nine-minute video can be purchased with this case, video 7A96M001.)

Teaching Note: 8A96M01 (15 pages)
Industry: Other Services
Issues: Strategic Change; Small Business; Services; Industry Analysis
Difficulty: 4 - Undergraduate/MBA



HUDSON NUPTIALS (A)
Stewart Thornhill, Ryan Little

Product Number: 9B07M001
Publication Date: 3/16/2007
Revision Date: 10/11/2013
Length: 8 pages

Hudson Nuptials is a Toronto-based company created to take advantage of Canada's exclusive worldwide status as a provider of marriages to non-resident, same-sex couples. The company's president is struggling with whether to provide standardized wedding packages or to provide customized experiences to each client.

Teaching Note: 8B07M01 (7 pages)
Industry: Other Services
Issues: Product Mix; Pricing Strategy; Balancing Products and Services
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Managing the Structure and Design of Organizations

VICTORIA HEAVY EQUIPMENT LIMITED - 2001
Tom A. Poynter, Paul W. Beamish

Product Number: 9B01M004
Publication Date: 1/25/2001
Revision Date: 12/21/2009
Length: 12 pages

Victoria Heavy Equipment (Victoria) was a family owned and managed firm which had been led by an ambitious, entrepreneurial chief executive officer who now wanted to take a less active role in the business. Victoria had been through two reorganizations in recent years, which contributed to organizational and strategic issues which would need to be addressed by a new president.

Teaching Note: 8B01M04 (8 pages)
Industry: Manufacturing
Issues: Growth Strategy; Decentralization; Organizational Structure; Leadership
Difficulty: 4 - Undergraduate/MBA



SCOTCH-BRITE (3M)
Paul W. Beamish

Product Number: 9A93G003
Publication Date: 3/28/1994
Revision Date: 3/3/2010
Length: 13 pages

Two 3M plants (one in Canada, one in the United States) are competing for a regional manufacturing and distribution mandate. If the Canadian proposal is accepted, this will mean potentially a major shift in overall parent-subsidiary relations. The case focuses on understanding what it takes for a subsidiary to earn a mandate, how subsidiaries compete for mandates and the pros and cons of shifting (in part) from a miniature replica structure to a regional product mandate for a parent firm.

Teaching Note: 8A93G03 (11 pages)
Industry: Manufacturing
Issues: International Business; Location Strategy; Subsidiaries
Difficulty: 4 - Undergraduate/MBA



SELKIRK GROUP IN ASIA (CONDENSED)
Paul W. Beamish, Lambros Karavis

Product Number: 9B02M041
Publication Date: 11/29/2002
Revision Date: 12/3/2009
Length: 10 pages

Selkirk Group is a family-owned brick manufacturer which has built an export business to Japan and other Asian markets from zero to 10% of its volume in seven years. The managing director of the company raises the question of whether it is time to change their regional export strategy and organizational structure in light of the Asian economic crisis and the reasons for their competitive success in both Australia and Asia.

Teaching Note: 8A99M03 (9 pages)
Industry: Manufacturing
Issues: International Business; Exports; Organizational Structure; International Marketing
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Human Resource Management

BAX GLOBAL LIMITED: STAFF TURNOVER IN MAINLAND CHINA
Jean-Louis Schaan, Nigel Goodwin

Product Number: 9B05C035
Publication Date: 11/28/2005
Revision Date: 9/28/2009
Length: 13 pages

The human resources manager for logistics and supply chain management at BAX China must consider her company's high rate of staff turnover. In her monthly report to the managing director, the turnover had reached 12 per cent in the first eight months of the year. The human resources manager must evaluate the company's current methods of dealing with turnover and consider what additional action should be taken. Logistics was a complex and rapidly growing industry, particularly in mainland China. Many multinational and domestic service providers were entering the marketing and expanding their operations; however, these companies had to respond to complex operational challenges and escalating customer demands. The resulting demand for skilled workers led to high turnover rates across the industry and at all organizational levels, and created margin pressure and other management challenges. The case offers a uniquely Chinese perspective on workforce recruitment, management and retention. The industry and the broader economy were growing rapidly. Skilled workers were in short supply because logistics was a new and developing discipline in the former command economy. Also, in the human resources manager's opinion, cultural attitudes resulted in low loyalty among the workers.

Teaching Note: 8B05C35 (9 pages)
Industry: Transportation and Warehousing
Issues: China; Employee Retention; Recruiting; Compensation; Nanyang
Difficulty: 4 - Undergraduate/MBA



HARMONIZATION OF COMPENSATION AND BENEFITS FOR FIRSTCARIBBEAN INTERNATIONAL BANK
Edward Akhentoolove Corbin, Betty Jane Punnett

Product Number: 9B04C053
Publication Date: 4/11/2005
Revision Date: 10/9/2009
Length: 9 pages

The merger of the Caribbean holdings of Barclays Bank Plc. and the Canadian Imperial Bank of Commerce (CIBC) is going ahead, and the reality of integration of very diverse systems and procedures has to be faced. The case deals with understanding the current situation in terms of existing policies and designing policies that would be acceptable to employees from both banks in the organization - FirstCaribbean International Bank - which would be created by the merger. A critical aspect of the merger is the harmonization of compensation and benefits that must be resolved as a matter of priority. This case may be taught on a stand alone basis, or in combination with any of four additional cases that deal with various functional issues: 1) General Management - CIBC and Barclays: Should Their Operations be Merged, product 9B04M067. 2) Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032. 3) Accounting and Finance: CIBC Barclays: Accounting for Their Merger, product 9B04B022 4) Technical note: Note on Banking in the Caribbean, product 9B05M015.

Teaching Note: 8B04C53 (6 pages)
Industry: Finance and Insurance
Issues: Consolidations and Mergers; Benefits Policy; Compensation; Change Management; University of West Indies
Difficulty: 4 - Undergraduate/MBA



LARSON IN NIGERIA (REVISED)
Paul W. Beamish, Isaiah A. Litvak, Harry Cheung

Product Number: 9B04M012
Publication Date: 2/3/2004
Revision Date: 10/9/2009
Length: 7 pages

The vice-president of international operations must decide whether to continue to operate or abandon the company's Nigerian joint venture. Although the expatriate general manager of the Nigerian operation has delivered a very pessimistic report, Larson's own hunch was to stay in that country. Maintaining the operation was complicated by problems in staffing, complying with a promise to increase the share of local ownership, a joint venture partner with divergent views, and increasing costs of doing business in Nigeria. If Larson decides to maintain the existing operation, the issues of increasing local equity participation (i.e. coping with indigenization) and staffing problems (especially in terms of the joint venture general manager) have to be addressed.

Teaching Note: 8B04M12 (11 pages)
Industry: Manufacturing
Issues: Subsidiaries; Third World; Government Regulation; Staffing
Difficulty: 4 - Undergraduate/MBA



MARIMEKKO
Alison Konrad, Jordan Mitchell

Product Number: 9B06C014
Publication Date: 1/30/2007
Revision Date: 9/16/2009
Length: 19 pages

Kirsti Paakkanen has achieved a celebrity status in Finland for her enigmatic leadership of the Finnish design company Marimekko. Purchasing the company in a state of near bankruptcy in 1991, Paakkanen took several actions to restore profitability and realize growth. As of 2006, the company has sales of $64 million (of which 80 per cent are from Finland) and net profits of $8.4 million. Over the last few years, Paakkanen and her team have focused on growing international sales. Recently, the company has opened concept shops in Japan, United Arab Emirates, Iceland, Sweden and the United States owned by foreign partners. In light of the international expansion, Paakkanen is wondering if any changes to Marimekko's personnel policies and/or organization structure are necessary.

Teaching Note: 8B06C14 (12 pages)
Industry: Manufacturing
Issues: Succession Planning; Women in Management; Organizational Structure; Internationalization
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Managing Employee Diversity

JULIE DEMPSTER (A)
Christine Pearson, Rachel M. Knight

Product Number: 9B03C011
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 5 pages

A black Canadian woman is hired as vice-president of marketing and brand positioning for an Amsterdam-based computer software company. Shortly after joining the firm she encounters a number of cross-cultural and equality issues. She must decide whether or not to renew her contract with the company. The supplement case, Julie Dempster (B), product 9B03C012 outlines her decision.

Teaching Note: 8B03C11 (6 pages)
Industry: Other Services
Issues: Cultural Customs; Management in a Global Environment; Personal Development; Corporate Culture
Difficulty: 4 - Undergraduate/MBA



AN INDISCREET CONVERSATION ON HIRING
Alison Konrad, Ken Mark

Product Number: 9B05C032
Publication Date: 11/28/2005
Revision Date: 9/28/2009
Length: 3 pages

A group of four friends, all married men and in their late 20s, meet for coffee in a major city. One of the men has received a job application from a young woman he considers to be a stellar candidate for his job opening. The discussion turns into a debate about the feasibility of hiring young women for professional and managerial positions, given that they become pregnant and go on maternity leave.

Teaching Note: 8B05C32 (9 pages)
Issues: Discrimination; Human Resources Management; Women in Management
Difficulty: 4 - Undergraduate/MBA



MABUCHI MOTOR CO., LTD.
Paul W. Beamish, Anthony Goerzen

Product Number: 9A98M034
Publication Date: 10/30/1998
Revision Date: 9/19/2017
Length: 11 pages

A year had elapsed since Mabuchi Motor Co., Ltd. of Japan, the world's most successful producer of small electric motors, had implemented a new management training program at one of its foreign operations in China. The program had two objectives. First, it was intended to enable the corporation to maintain its strategy of cost minimization by making it possible to reduce Japanese expatriate levels by improving the management skills of local managers in foreign subsidiaries. Second, by overcoming the shortage of qualified Japanese managers, the program would also allow the continued aggressive expansion of production that had become a cornerstone of corporate strategy. The teaching purpose is to illustrate the difficulties associated with transferring a management style and corporate culture into a different national culture.

Teaching Note: 8A98M34 (11 pages)
Industry: Manufacturing
Issues: China; Organizational Change; Corporate Culture; Management Training; Subsidiaries
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Motivation

JINJIAN GARMENT FACTORY: MOTIVATING GO-SLOW WORKERS
Tieying Huang, Junping Liang, Paul W. Beamish

Product Number: 9B04M033
Publication Date: 5/14/2004
Revision Date: 10/14/2009
Length: 6 pages

Jinjian Garment Factory is a large clothing manufacturer based in Shenzhen with distribution to Hong Kong and overseas. Although Shenzhen had become one of the most advanced garment manufacturing centres in the world, managers in this industry still had few effective ways of dealing with the collective and deliberate slow pace of work by the employees, of motivating workers, and of resolving the problem between seasonal production requirements and retention of skilled workers. However, the owner and managing director of the company must determine the reasons behind the deliberately slow pace of the workers, the pros and cons of the piecework system and the methods he could adopt to motivate the workers effectively.

Teaching Note: 8B04M33 (11 pages)
Industry: Manufacturing
Issues: China; Productivity; Employee Attitude; Piece Work; Performance Measurement; Work-Force Management; Peking University
Difficulty: 4 - Undergraduate/MBA



GREAT WALL GOLF & COUNTRY CLUB
Paul W. Beamish, Donna Everatt

Product Number: 9B00M003
Publication Date: 3/29/2000
Revision Date: 1/8/2010
Length: 13 pages

The newly hired director of human resources for a large golf and country club near Beijing, China has just presented her human resources plan to the company founder. At issue is whether this plan - in terms of recruiting, training and development, rewards and benefits - was directionally correct and implementable.

Teaching Note: 8B00M03 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: China; Performance Evaluation; Human Resources Management; Management Training; Work-Force Management
Difficulty: 4 - Undergraduate/MBA



ELISE SMART
Jeffrey Gandz, Elizabeth Spracklin

Product Number: 9B03C010
Publication Date: 5/31/2003
Revision Date: 9/4/2013
Length: 7 pages

Elise Smart must decide what performance assessment to give one of her employees who has, uncharacteristically, failed to meet one of her key objectives for the year. The situation is difficult for several reasons; the causes of the unacceptable performance are not clear; the employee has previously received excellent appraisals, including a recent one by the vice-president; and the employee was absent for a good part of the year on maternity leave. The various factors that influence sustained performance (ability, motivation, resources, role clarity, reinforcement) are examined, as well as steps leaders can take in improving performance of those for whom they are responsible.

Teaching Note: 8B03C10 (7 pages)
Industry: Finance and Insurance
Issues: Motivation; Performance Evaluation; Management Performance; Management Behaviour
Difficulty: 4 - Undergraduate/MBA



CAPITAL COAST HEALTH LIMITED: BEING A GOOD EMPLOYER IN THE MIDST OF CHANGE (B)
Anne Marie Francesco, Alvin Hwang

Product Number: 9B05M010
Publication Date: 2/21/2005
Revision Date: 9/30/2009
Length: 7 pages

The new chief executive officer of Capital Coast Health Limited, a government funded healthcare provider, has made many changes and succeeded in substantially reducing the financial deficit in his first year and a half. However, there were still a number of pressing concerns that needed to be addressed. The governing board of Capital Coast Health Limited has requested information about the Equal Employment Opportunity policies and practices in the organization. The request serves as a reminder to the CEO that internal issues should be a priority in the future. This is a supplement to Capital Coast Health Limited: Being a Good Employer in the Midst of Change (A), product 9B05M009.

Teaching Note: 8B05M10 (6 pages)
Industry: Health Care Services
Issues: Strategy Development; Employment Equity; Environmental Change; Change Management
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Leadership

MILLENNIUM WHOLESALE DISTRIBUTORS (A)
David T.A. Wesley, Paul Croke, Henry W. Lane

Product Number: 9B02M018
Publication Date: 8/28/2002
Revision Date: 1/30/2006
Length: 15 pages

A successful executive at a U.S. wholesaler has resigned his position to pursue an MBA. Shortly after beginning the program, he is contacted by a former business associate, the owner of a family-owned wholesale distribution company who asks for help in turning around the company where sales have fallen dramatically and which is close to insolvency. Although the former executive is interested in the challenge, he needs to consider the feasibility of salvaging the company. If it is possible and he accepts the assignment, he must decide how to define his role in the company, his relationship to the family. On a personal level, he needs to decide whether to interrupt his studies to advise at a family-owned business. The supplement, Millennium Wholesale Distributors (B), product number 9B02M019, explores strategies, actions and successes in leading change at the failing company.

Teaching Note: 8B02M18 (8 pages)
Industry: Wholesale Trade
Issues: Bankruptcy; Wholesaling; Leadership; Career Development; Northeastern
Difficulty: 5 - MBA/Postgraduate



ANITA JAIRAM AT METROPOLE SERVICES
Alison Konrad, Ken Mark

Product Number: 9B06C003
Publication Date: 2/6/2006
Revision Date: 9/15/2009
Length: 5 pages

The senior project manager at Metropole Services is getting the sense that her business relationship with her software development group is taking a turn for the worse. According to her, she was their project manager and it seemed strange that her team members - all subordinates, were excluding her from an important client meeting. She must figure out what the issue is, and if something truly is wrong, take the appropriate steps to correct it immediately.

Teaching Note: 8B06C03 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Personnel Management; Leadership; Human Behaviour; Communications
Difficulty: 5 - MBA/Postgraduate



ING INSURANCE ASIA/PACIFIC
Rod E. White, Paul W. Beamish, Andreas Schotter

Product Number: 9B06M083
Publication Date: 1/9/2007
Length: 15 pages

The new chief executive officer (CEO) of ING Insurance Asia/Pacific wants to improve the regional operation of the company. ING Group was a global financial services company of Dutch origin with more than 150 years of experience. As part of ING International, ING Insurance Asia/Pacific was responsible for life insurance and asset/wealth management activities throughout the region. The company was doing well, but the new CEO believed that there were still important strategic and operational improvements possible. This case can be used to discuss the local versus regional or global management issue and will yield best results if the class has already been introduced to different strategic and organizational alternatives in the international business context.

Teaching Note: 8B06M83 (12 pages)
Industry: Finance and Insurance
Issues: Subsidiaries; Organization; Leadership; International Management
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
Managing Teams

JUAN PEDRO'S SHRIMP FARM: OR THE 48-HOUR EXAM NIGHTMARE (A)
Gerard Seijts, Paul Szabunio

Product Number: 9B02C057
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 6 pages

A learning team of five students must work together to complete a 48-hour team exam. One of the students has a reputation for being unreliable, disruptive and confrontational. When the team members convene to write their report, this student calls to say he will be late. He shows up eight hours later. The level of team tension and animosity reached a point of near-violence and the team member was expelled. The team wonders how to deal with this team member whose behaviour is dysfunctional to effective team performance, and what to do next given that there are several more team projects to come. Supplemental case Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, discusses the first hour after the student arrives to work on the report. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C), product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

Teaching Note: 8B02C57 (5 pages)
Industry: Educational Services
Issues: Group Behaviour; Case Method; Private Placement; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA



IVEY BUILDS: THE SECOND ACT
Murray J. Bryant

Product Number: 9B06M017
Publication Date: 1/13/2006
Revision Date: 9/17/2009
Length: 14 pages

Ivey Builds: The Second Act examines the process and outcome of a student lead initiative to build a Habitat for Humanity house and organize an international conference on corporate social responsibility. Students will learn how to identify the importance of contributing to their communities as both students and alumni.

Teaching Note: 8B06M17 (11 pages)
Industry: Educational Services
Issues: Communications; Change Management; Team Building; Corporate Responsibility
Difficulty: 4 - Undergraduate/MBA



YMCA OF LONDON, ONTARIO
W. Glenn Rowe, Pat MacDonald

Product Number: 9B06M056
Publication Date: 4/28/2006
Revision Date: 9/21/2009
Length: 16 pages

The chief executive officer (CEO) of a multi-site and multi-business YMCA must determine how to more than double participation levels in the next five years. The case describes how the London YMCA has grown in both participation and size. However, the corporate level strategy has become complicated and the board of directors, CEO and senior management team need to consider a new M-form structure. This has many implications for the CEO, the senior managers and the future growth of the YMCA London.

Teaching Note: 8B06M56 (12 pages)
Industry: Social Advocacy Organizations
Issues: Corporate Strategy; Benefits Policy; Growth; Non-Profit Organization
Difficulty: 4 - Undergraduate/MBA



WHERE HAVE YOU BEEN? AN EXERCISE TO ASSESS YOUR EXPOSURE TO THE REST OF THE WORLD’S PEOPLES
Paul W. Beamish

Product Number: 9B07M041
Publication Date: 4/10/2007
Length: 11 pages

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.

Teaching Note: 8B07M41 (6 pages)
Issues: Intercultural Relations; Team Building; Internationalization; Career Development
Difficulty: 4 - Undergraduate/MBA


Chapter 15:
Managing Communication

PETA'S KENTUCKY FRIED CRUELTY, INC. CAMPAIGN
Gerard Seijts, Michael Sider

Product Number: 9B03C045
Publication Date: 11/5/2003
Revision Date: 10/17/2009
Length: 20 pages

A year and a half after calling off their campaign against fast-food giant McDonald's, the vegan campaign coordinator of People for the Ethical Treatment of Animals (PETA), contacted Kentucky Fried Chicken (KFC) to warn them that they would be the next target. He pointed out in his letter that while many of KFC's competitors had convened advisory panels to help them investigate the welfare of animals raised and slaughtered for their businesses, KFC appeared completely uninterested in the issue. PETA would rather not engage KFC in a campaign, but if the company refused to put together an animal welfare panel and to begin to look into the issue of how to raise and slaughter their chickens more humanely, all the leaflets, action alerts, posters, billboards, T-shirts and press releases PETA was now preparing would be dedicated to KFC and its cruel treatment of chickens. In January 2003, PETA, fed up with what it saw as KFC's lack of open communication, public misinformation, and outright stonewalling on change, announced a campaign against the company to the media in a news event replete with bloody descriptions of the cruelties of KFC's animal factories. Now it was time for Kentucky Fried Chicken to respond.

Teaching Note: 8B03C45 (12 pages)
Industry: Accommodation & Food Services
Issues: Business and Society; Ethical Issues; Crisis and Change; Management Communication
Difficulty: 4 - Undergraduate/MBA



EURO-AIR (A)
Paul W. Beamish

Product Number: 9A99M015
Publication Date: 6/24/1999
Revision Date: 1/18/2010
Length: 7 pages

A North America-based representative of a major European airline has just received a letter from an unhappy customer detailing a very large number of service problems. A quick check had revealed that this premium-paying customer's complaints were all valid. A meeting is planned with the customer. Before this, the airline representative must decide (A) what to say in response, and (B) what, if any, compensation should be offered. Internally, there was a need (C) to resolve what their organization should learn from this experience, both from a subsidiary and parent company perspective, and the implications on their participation in the Crown Alliance. This case raises many important questions regarding service recovery, communications, and non-equity alliances.

Teaching Note: 8A99M15 (11 pages)
Industry: Transportation and Warehousing
Issues: Alliances; Service Quality; Compensation; Communications
Difficulty: 4 - Undergraduate/MBA



KENEXA
Joerg Dietz, Chetan Joshi

Product Number: 9B07C004
Publication Date: 1/30/2007
Revision Date: 3/25/2008
Length: 15 pages

This case describes the measurement and evaluation of high performance principles of people management in a retail bank by a consulting company. This case serves as a platform for students to deliberate on what is involved in an organization's quest to achieve competitive success through its workforce. A unique strength of the case is that students are asked to quantitatively test their arguments with data provided in an Excel spreadsheet that accompanies the case (Ivey product #7B07C004). The case is intended as an integrated case across organizational behavior, management science and communication. The organizational behavior teaching approach is included to demonstrate that effective people management is associated with competitive advantages. For management science, the case serves to practice correlation and regression analyses. For communication, the case allows students to prepare a presentation that effectively communicates the complex and comprehensive results of their analyses.

Teaching Note: 8B07C04 (18 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Communications; Regression Analysis; Human Resources Management; Consulting
Difficulty: 4 - Undergraduate/MBA



CHARLES FOSTER SENDS AN EMAIL (A)
Henry W. Lane

Product Number: 9B05C019
Publication Date: 8/12/2005
Revision Date: 9/28/2009
Length: 5 pages

After the U.S. sales manager of a large multinational company emails his supervisor regarding the supply of a new product, the message is forwarded to two others. The final recipient, the president of the Franco-Japanese joint venture partner that is manufacturing the new product, is offended by what he perceives as unfair criticism. The supplemental case, Charles Foster Sends an Email (B), product number 9B05C020, includes the sales manager's response to the president, and the ensuing correspondence from the joint venture. Together, the (A) and (B) cases present a setting for discussing three issues; the relationship between a communication situation and the medium chosen to deliver it, the effects on business relationships when an inappropriate communications medium is chosen and the processes needed to communicate effectively in multicultural business relationships.

Teaching Note: 8B05C19 (6 pages)
Industry: Manufacturing
Issues: Interpersonal Relations; International Business; Management Communication; Northeastern
Difficulty: 4 - Undergraduate/MBA


Chapter 16:
Management Control

NON-TERRITORIAL OFFICES AT SEMCO
Cecila Gurgel do Amaral, Marlei Pozzebon

Product Number: 9B06M003
Publication Date: 2/6/2006
Revision Date: 9/17/2009
Length: 13 pages

This case describes the history of a non-traditional business group, Semco, starting from the 1980s, when Ricardo Semler assumed responsibility for the company and triggered a genuine revolution in terms of management practices. Since then, Semco's workforce has grown from 90 to 2,500 employees and its annual turnover climbed from US$4 million to US$160 million in 2001. The secret for transforming a conventional workplace into an unconventional hive was given: giving up control.

Teaching Note: 8B06M03 (7 pages)
Issues: Construction; Arts Administration; Bonuses; Corporate Responsibility
Difficulty: 4 - Undergraduate/MBA



CHRISTINA GOLD LEADING CHANGE AT WESTERN UNION
Alison Konrad, Jordan Mitchell

Product Number: 9B06M007
Publication Date: 1/13/2006
Revision Date: 9/17/2009
Length: 11 pages

The chief executive officer of Western Union had just begun implementing a new organization structure. Changing the structure set out a clear message of Gold's desire to change the company's mindset to a new more global culture. Already the CEO was finding that leaders in the United States were reluctant to give up control of product lines. At the regional level, she had keen leaders in place who wanted to push out the responsibility within their own regions and move towards a decentralized plan. While the CEO supported this notion in principle, she wanted to ensure that the right leaders could be placed in decentralized offices in order to execute on the six strategic pillars that she had laid out for the organization. One thing was certain - the CEO had made it clear that no revenue decreases would be forgiven amidst the change. Many considerations had arisen: What pace of change should she take? How would she deal with resistance to change? How could she ensure that the new structure would support Western Union's global expansion?

Teaching Note: 8B06M07 (13 pages)
Industry: Other Services
Issues: Organizational Change; Globalization; Organizational Design; Corporate Structure
Difficulty: 4 - Undergraduate/MBA



MAJESTICA HOTEL IN SHANGHAI?
Paul W. Beamish, Jane W. Lu

Product Number: 9B05M035
Publication Date: 4/11/2005
Revision Date: 9/21/2011
Length: 14 pages

Majestica Hotels Inc., a leading European operator of luxury hotels, was trying to reach an agreement with Commercial Properties of Shanghai regarding the management contract for a new hotel in Shanghai. A series of issues require resolution for the deal to proceed, including length of contract term, name, staffing and many other control issues. Majestica was reluctant to make further concessions for fear that doing so might jeopardize its service culture, arguably the key success factor in this industry. At issue was whether Majestica should adopt a contingency approach and relax its operating philosophy, or stick to its principles, even if it meant not entering a lucrative market.

Teaching Note: 8B05M35 (8 pages)
Industry: Accommodation & Food Services
Issues: China; Market Entry; Negotiation; Control Systems; Corporate Culture
Difficulty: 4 - Undergraduate/MBA


Chapter 17:
Operations Management

HALTON RECYCLING, LTD.
Carol Prahinski, Ying Fan

Product Number: 9B07D009
Publication Date: 6/4/2007
Revision Date: 5/23/2007
Length: 17 pages

The operations manager at Halton Recycling was becoming increasingly dissatisfied with the inefficiency caused by its three-streamed recycling system. City Hall aimed to increase the current 35 per cent waste diversion rate to the provincial goal of 60 per cent within three years. The operations manager wondered if the single-stream operation would contribute to a cost reduction and an efficiency improvement, providing the company with significant competitive advantages by the time of the contract renewal later that year.

Teaching Note: 8B07D09 (18 pages)
Industry: Utilities
Issues: Cost/Benefit Analysis; Capacity Analysis; Stakeholder Analysis; Sustainable Development
Difficulty: 4 - Undergraduate/MBA



SIX SIGMA IMPLEMENTATION AT MAPLE LEAF FOODS
P. Fraser Johnson

Product Number: 9B05D016
Publication Date: 1/5/2007
Length: 12 pages

Six Sigma has become a popular management philosophy adopted by several large companies including Maple Leaf Foods as a means of reducing waste systematically. The plant manager at the Rivermede plant is preparing for a meeting with the senior manager to discuss the new initiative Six Sigma @ the Edge. Based on the success of Six Sigma at this plant, it was chosen as a pilot for this new initiative. Students will develop a deeper understanding of Six Sigma and the challenges associated with embedding it in the organization.

Teaching Note: 8B05D16 (4 pages)
Industry: Manufacturing
Issues: Continuous Improvement; Job Enrichment; Work-Force Management; Quality
Difficulty: 4 - Undergraduate/MBA



INTERNATIONAL DECORATIVE GLASS
Robert Klassen, Paul W. Beamish, Jim Barker

Product Number: 9A97D010
Publication Date: 8/28/1997
Revision Date: 2/3/2010
Length: 16 pages

International Decorative Glass (IDG) is a small manufacturer of glass panels which are inserted into exterior steel doors. While their primary market is in the U.S., most of IDG's manufacturing is done in China through a joint venture arrangement. In response to rapidly growing customer demand, the vice president of operations, is considering the expansion of either their Chinese or Canadian manufacturing operations. Alternatively, he has been approached by a supplier to form a new joint venture manufacturing operation in Vietnam. Financial, political and infrastructural considerations must be weighed, in addition to any signal that would be sent to their current Chinese partners.

Teaching Note: 8A97D10 (14 pages)
Industry: Retail Trade
Issues: China; International Business; Manufacturing Strategy; Manufacturing Capacity; Joint Ventures
Difficulty: 4 - Undergraduate/MBA


Chapter 18:
Managing Information Systems

BELL CANADA: THE VOIP CHALLENGE
Rod E. White, Daniel Day

Product Number: 9B06M009
Publication Date: 2/16/2006
Revision Date: 3/19/2010
Length: 12 pages

Voice over Internet protocol (VoIP) is beginning to disrupt plain old telephone service (POTS). Ron Close has been offered the job of heading Bell Canada's nascent VoIP business. Bell is Canada's largest telco and supplier of POTS. The case provides a platform for discussing a disruptive innovation (VoIP) and its implications for an incumbent player. Ron Close explains how Bell addressed the technology challenge, and its managerial and organizational consequences in an available video, product 7B06M009.

Teaching Note: 8B06M09 (12 pages)
Industry: Information, Media & Telecommunications
Issues: Technological Change; Strategy Development
Difficulty: 4 - Undergraduate/MBA



MERIDCO MAGNESIUM: INTERNATIONAL TECHNOLOGY TRANSFER
Pratima Bansal, Ken Cole

Product Number: 9B01M006
Publication Date: 9/5/2001
Revision Date: 7/21/2008
Length: 14 pages

Meridco Magnesium is an international automotive parts supplier of magnesium die-cast components with manufacturing plants in Canada, the United States and France. The company has a strong market position in North America; however, two out of the three plants are not performing well. The vice-president of the company's Global Technologies Organization division believes the weaker performance in the two plants is due to resistance to technological innovations. He must determine the reasons for this resistance and develop a plan to resolve the weak performance in the plants before the upcoming annual board meeting. Three supplements further discuss the issues each of the plants have with new technology. Meridco Magnesium: The French Perspective, product 9B01M007; Meridco Magnesium: The Canadian Perspective, product 9B01M008, and Meridco Magnesium: The American Perspective, product 9B01M009. AWARD WINNING CASE - This case was a winner at the AIB Case Competition, Academy of International Business, 2001 and first place winner of the 2001 Indiana University Center for International Business Education and Research (IUCIBER) International Case Competition.

Teaching Note: 8B01M06 (7 pages)
Industry: Manufacturing
Issues: Technology Transfer; International Business; Knowledge Management; Strategy Implementation
Difficulty: 4 - Undergraduate/MBA



TIME WARNER INC. AND THE ORC PATENTS
Paul W. Beamish, John Adamson

Product Number: 9B01M059
Publication Date: 1/29/2002
Revision Date: 8/28/2009
Length: 16 pages

Optical Recording Corporation (ORC) secured the rights to a technology known as digital optical audio recording. During the time it took to negotiate the final transfer of the technology ownership, it was rumored that some major electronics manufacturers were developing compact disc (CD) players that recorded digital optical audio signals. A patent lawyer advised ORC that the compact disc players and compact discs recently released by these companies might be infringing the claims of ORC's newly acquired patents. Based on this information, the company proceeded to successfully negotiate licensing agreements with the two largest CD manufacturers, Sony of Japan, and Philips of the Netherlands The third largest manufacturer, WEA Manufacturing, a subsidiary of Time Warner Inc., maintained a position of non-infringement and invalid patents. With the U.S. patent expiry date looming, ORC decided to sue Time Warner for patent infringement. When the defense counsel presented testimony that questioned the integrity of the licensing agreement, ORC's president realized that the entire licensing program was in jeopardy and must decide whether he should accept a settlement or proceed with the lawsuit.

Teaching Note: 8B01M59 (11 pages)
Industry: Manufacturing
Issues: Business Law; Intellectual Capital; Licensing; Patents
Difficulty: 4 - Undergraduate/MBA



UPS AND HP: VALUE CREATION THROUGH SUPPLY CHAIN PARTNERSHIPS
Mark O. Lewis, Arun Rai, David Forquer, Dan Quinter

Product Number: 9B07D002
Publication Date: 2/26/2007
Length: 14 pages

This case is about managing large supply change outsourcing relationships over time. The focus is on the challenges service providers and their customers face as they seek to continually find new sources of value as the relationships change. Emphasis is placed on issues related to coordinated capabilities across functional boundaries, information sharing and developing information technology readiness.

Teaching Note: 8B07D02 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Relationship Management; Outsourcing; Innovation
Difficulty: 5 - MBA/Postgraduate