oikos case quarterly no 7
DESCRIPTION
oikos Case Quarterly no 7TRANSCRIPT
1
• Foreword
• JonathanDoh(VillanovaUniversity,USA),TedLondon(UniversityofMichigan,
USA)andVasilia(Lea)Kilibarda(UniversityofMichigan,USA)–Building and
Scaling a Cross-Sector Partnership: Oxfam America & Swiss Re Empower
Farmers in Ethiopia
• LukVanWassenhove(INSEAD,France)andLeaStadtler(UniversityofGeneva,
Switzerland)–Corporate Social Engagement: How Aramex Crosses Boundaries
• AileenIonescu-Somers(IMD,Lausanne)–Transforming the Global Fishing
Industry: The Marine Stewardship Council at Full Sail?
• GabrielBergerandAdrianDarmohraj(UniversidaddeSanAndrés,Argentina)–
Gas Natural BAN’s Strategy for Low-Income Sectors
• Forthcomingcaseteachingeventsandothernews
• Howtosubscribe
Featured case writers and cases:
“permutation”:Attribution2.0Generic(CCBY2.0)
Issue7,Summer2012
Cross-Sector Partnerships
Case QuarterlyTeaching Cases in Action
oikos
2
incomecommunitiesinArgentinaincollaborationwithFundaciónProViviendaSocial.
WehopethatyouwillenjoyreadingtheSummer2012issueandexploringexamplesandchallengesmanycross-sectorpartnershipsarefacing.Asusually,wewouldbeveryhappytoreceiveyourfeedback,includingsuggestionsfornewissues,[email protected].
Dear reader,
Foreword
JordiVivesGabrieloikosCaseQuarterlyEditor
ItisapleasureformetowelcomeyoutothefirstissueIamleadingaseditoroftheoikosCaseQuarterly.After7issuesofanexcellentjob,LiudmilaNazarkina’soikosPhDFellowshipcomestoanendasLiudmilaisstartingvisitingresearcherposition,first,atCSCP(Wuppertal,Germany)andthenattheUniversityofBath(UK).IwouldliketosincerelythankLiudmilaforherbrilliantjobdoneinthelastthreeyearsandwishherallthebestinherfutureendeavors.
Inthisissuewehavethenoveltytopresentanon-oikoscase:“TheGasNaturalBAN’sstrategyforLow-IncomeSectors”.ThishasbeentheresultoftheinitiationofourpartnershipwiththeSocialEnterpriseKnowledgeNetwork(SEKN)onthejointdistributionofourbestcases.
Ourfirstcase,authoredbyJonathanDoh,exploresthealliancebetweenOxfamAmericaandtheinsurancecompanySwissRe.Together,thesetwoactorstriedtoimplementthe“HornofAfricaRiskTransferforAdaptation”(HARITA),aninnovativemodeldesignedtohelppropelsomeofthepoorestfarmersinEthiopiaoutofpovertybyhelpingthemtocopewithclimate-relatedrisk.Thecaseconfrontsstudentswiththedilemmassuchaspartnershipswhentheyarerequiredtoscaleup.
ThelogisticsandfreightcompanyAramexistheprotagonistofthe
caseentitled“CorporateSocialEngagement:HowAramexCrossesBoundaries”.Inlinewithitssustainabilitystrategytosupportlocalcommunities,thecompanydevelopedahumanitarianreliefcampaigninGazatodistributedonatedproducts.Aramexsoonrealizedtheneedforapartnertodealwiththecomplexityofsuchendeavourinareassuchascommunications,volunteermanagementanddonations.
Thethirdcasepresentedinthisissueisentitled“TransformingtheGlobalFishingIndustry:TheMarineStewardshipCouncilatFullSail?”IttacklesthedramaticissueofcommercialfishstockexploitationandTheMarineStewardshipCouncil,across-sectorpartnershipbetweenUnileverandtheWWF,attemptingtoreversethesituation.Thiscaseclearlycharacterizesatragedyofcommonsofourtimeandhelpsthestudentunderstandthecomplexityofconflictingdemandsamongstakeholders.
Thelastcasepresentedinthisissueisthe“GasNaturalBAN’sStrategyforLow-IncomeSectors”authoredbyProfessorDanielBerger.Asnotedabove,thiscasebelongstotheSEKNnetworkandisincludedinthiscurrentissueundertheagreementbetweenoikosandSEKN.Thetextintroducesthestudenttothedifficultiesalargeutilityenergycorporation(GasNatural)facesinitsattempttoservethelow
2
NextissueofoikosCaseQuarterly(Fall2012)willbefocusedonthetopicofForestryandwewillfeaturethefollowingcases:
• ColumbiaForestProductsbyScottMarshallandMadeleinePullman
• TropicalSalvage:FromRecessiontoExpansionbyScottMarshalletal.
• OrsaGroup:thechallengeofsustainabledevelopmentintheAmazonauthoredbyRosaMariaFischeretal.
• TheMigrospalmoil.JensHamprechtandDanielCorsten.
Issue7,Summer2012|www.oikosinternational.org/academic
3
Building and Scaling a Cross-Sector Partnership: Oxfam America & Swiss Re Empower Farmers in Ethiopia by Jonathan Doh, Ted London and Vasilia (Lea) Kilibarda
The Case StoryAfterseveralyearsofpreparation,inMay2009,OxfamAmerica,anarmoftheinternationaldevelopmentorganization,andSwissRe,theglobalreinsurer,alongwithotherpartners,pilotedHornofAfricaRiskTransferforAdaptation(HARITA),aninnovativemodeldesignedtohelppropelsomeofthepoorestfarmersinEthiopiaoutofpovertybyhelpingthemtocopewithclimate-relatedrisk.Oxfam’sgoalforHARITAwastosuccessfullydevelopascalablemodelthatcouldbereplicatedindevelopingcountriesacrosstheglobetofarmersdealingwiththeeffectsofdroughtandotherweather-relatedchallengesassociatedwithclimatechange,whileSwissReservedinitiallyasafunderandtechnicaladvisorforHARITA,butsoughttousetheprojecttobetterunderstandinsurancemarketsindevelopingcountries.
Thecaseprovidesapersonalaccountoftwokeyactors:DavidSatterthwaite(Oxfam)andMarkWay(SwissRe).Whilemanycross-sectorcollaborationsreachthepilotstage,scalingoffersanewsetofchallengesbecauseitinherentlyrequiresgreatercommitmentsandentailsgreaterrisks.Thiscase
endsbyplacingstudentsintheshoesofOxfam’sSatterthwaiteashepreparesforacriticalmeetingwithMarkWayofSwissReaboutadramaticexpansionoftheproject.
ThecasegrewoutofaprofessionaldevelopmentworkshopattheAcademyofManagementmeetinginsummerof2010asDavidSatterthwaitesharedhisexperienceswithanaudienceofscholarsinterestedincross-sectorpartnershipsandalongstandinginterestonthepartoftheauthorsinthechallengesassociatedwithdevelopingandscalingthesekindsofcollaborativerelationships.
“Oxfam’s goal for HARITA was to successfully develop a scalable model that could be replicated in developing countries across the globe to farmers dealing with the effects of drought and other weather-related challenges associated with climate change, while Swiss Re served initially as a funder and technical advisor for HARITA, but sought to use the project to better understand insurance markets in developing countries.”
Teaching the CaseOverviewThiscaseisdesignedprimarilyforuseingraduate(MBA),undergraduate,andexecutiveeducationprogramstaughtinbusinessschools.Itcanalsobeusedinotherdisciplines,suchaspublicpolicy,publicadministration,nonprofitmanagement,andpublichealth.Ingeneral,thecasewasdevelopedtointroducethetopicofcross-sectorpartnerships.Theissuescoveredrelatetothechallengesofdeveloping,implementing,andscalingcross-sectorpartnershipsdesignedtoadvancesustainabledevelopment,respondtoclimatechange,andserveBoPmarkets.Itsparksdiscussionabouthowprivateandnonprofitorganizationsinsuchcollaborationsgrapplewith–andseektoreconcile–differencesintheirmissions,cultures,andlong-termobjectives.
StudentLearningObjectivesAfterdiscussingthiscase,studentsshouldbeableto:1.Evaluatethechallengesinherentincross-sectorpartnerships(e.g.overcominginternalbiasesanddeeplyengrainedviews,respondingtodifferencesinorganizationalstructuresandvalues,dealingwithalackoftrust,buildingthecapacity
JonathanDohholdstheRammrathChairinInternationalBusiness,isDirectoroftheCenterforGlobalLeadership,andProfessorofManagementattheVillanovaSchoolofBusiness.Hisresearchandteachinginterestsincludemultinationalstrategy,globalcorporateresponsibility,andnongovernmentalorganizations(NGOs).RecentarticlesappearinjournalssuchasAcademy of Management Review, Business Ethics Quarterly, California Management Review, Journal of
International Business Studies, Management Information Systems Quarterly, Organization Science, Sloan Management Review, and Strategic Management Journal.Heisco-editororauthorofeightbooks,includingInternational Management: Culture, Strategy, and Behavior,8thedition,thebestsellinginternationalmanagementtextandNGOs and Corporations: Conflict and Collaboration(withMichaelYaziji,CambridgeUniversityPress,2009).
Issue7,Summer2012|www.oikosinternational.org/academic
Jonathan Doh
4
Case Purchase Information Anabbreviatedonlineinspectioncopyofthecase“BuildingandScalingaCross-SectorPartnership:OxfamAmerica&SwissReEmpowerFarmersinEthiopia”isavailablefromtheoikosCaseCollection.ThiscasecanbepurchaseddirectlyfromtheGlobaLenswebsite.
tolearnfromoneanother,etc.)asexemplifiedinthisinstance.2.Identifytheuniquesetsofbenefitsandrisksforeachsectorinvolvedinimplementingacross-sectorpartnership.3.Evaluatethechallengesandopportunitiesassociatedwithscalingapartnership’spilotproject(e.g.garneringinternalsupportwithinmemberorganizationsforanexpandingpartnership,movingfromaprimarilyphilanthropicorientationtowardmoreofabusiness-orientedapproach)suchthattherelationshipbecomesmoresustainableandimpactfulandgarnerswidersupportfrombothinternalandexternalstakeholders.
AssignmentQuestionsInstructorsmayusethefollowingquestionstopromptclassdiscussionaboutthecase.1.Howdoorganizationsthattraditionallydonotcooperatewithentitiesinothersectorsovercomeinternalsuspicionandskepticismregardingsuchcollaborationsinordertobeginaproductiveconversation?2.Howdoorganizationsthathavedecidedtoembarkoncross-sectorcollaborationsbuildtrust,confidence,andtheabilitytoshareandlearnwithcounterpartswhomayhaveverydifferentbackgrounds,motivations,andinterestssotheycanmovefromdiscussiontoimplementation?3.Whatarethekeyorganizationalchallengesintransitioningfromapilottoscaleincross-sectorcollaborations,andhowcantheybeovercometocreatesustainableinitiativeswithbroad,viable,andlong-lastingimpactsacrossgeographiesandpopulations?SupplementalInformationThecasecanalsobetaughtasasimulation.Theteachingnotealsoincludesalistofpotentialadditionalreadings,andanadditionalappendixthatprovidesanoverviewoftheliteratureoncross-sectorpartnerships.
ExperienceTeachingtheCaseOurearlyeffortsinteachingthecasehavesuggestedstudentsareveryengagedandinterestedinthesepartnerships.Evenifstudentshavenotbeeninvolvedincross-sectorpartnerships,thehuman
sideofthecaseandthegrowthandlearningonthepartoftheactorsissomethingthatmostcanrelateto.
“Our early efforts in teaching the case have suggested students are very engaged and interested in these partnerships.” Favorite CasesItendtoteachcasesthatIhavewritten,includingoneonChiquita’suseofcorporateresponsibilityandsustainabilitytohelpturnaroundthecompany,andanotherrelatedtointernationaltraderegulations,intellectualpropertyprotection,andthemarketingandsaleofHIV/AIDSmedicationindevelopingcountries.
Chiquita’sGlobalTurnaround.(w/E.Holt).InG.Dess,T.Lumpkin,A.Eisner,Strategic Management: Text and Cases,3rded.(McGraw-HillIrwin:588-596)andF.Luthans,&J.P.Doh,International Management: Culture, Strategy and Behavior,8thed.(McGraw-HillIrwin:560-568).
PharmaceuticalCompanies,IntellectualProperty,andtheGlobalAIDSEpidemic.(Case).InF.Luthans,&J.P.Doh,International Management: Culture, Strategy and Behavior,8thed.(McGraw-HillIrwin:94-105).
New Case DevelopmentIwouldlovetoseeacaseabouttherecentcontroversysurroundingworkingconditionsinthefactoriesoperatedbyApple’sprincipalsupplier,Foxcom.Ingeneral,Ithinkcasesaboutmanagingcodesandresponsibilitiesalongthesupplychainareneeded.
Accompanying PodcastWehaverecentlyrecordedapodcastwithJonathanDohwhereheexplainshowandwhythiscasewaswritten,howitcanbeusedintheclassroomandwhichothermethodscanbeusedforteachingsustainability,inadditiontocases.InadditiontothepodcastwithJonathanDoh,youcanalsolistentoourolderpodcastwithMichaelV.Russoonhisexperienceofteachingsustainabilitywithcases.
4
Issue7,Summer2012|www.oikosinternational.org/academic
5
CorporateSocialEngagement:HowAramexCrossesBoundariesby Luk N. Van Wassenhove and Lea Stadtler
The Case StoryAramex,agloballogisticsandtransportationcompanywithitsrootsintheMiddleEast,hasdevelopedanintegrativesustainabilitystrategytoensuresustainablebusinessactivitiesandtosupportcommunitydevelopment.Inlinewiththisstrategy,onDecember28th2008,AramexdecidedtouseitslogisticscompetenciesforahumanitarianreliefcampaigninGazaanddeliverdonateditemstopeopleinneed.Inviewofthesituation’surgency,howshouldtheteambestcommunicatetheneedfordonations,selectcollectionpoints,clearthegoods,packtheminAramex’warehouses,and,finally,sendthemtoGaza?Itsoonbecameclearthattheyneededpartnerstobringthegoodsacrossthebordersandtohavethelatestinformationonregulations.Thus,representativesoftheJordanHashemiteCharityOrganizationbecameanintegralpartofthecampaign’scoordinationteam.
Oncethepublicrequestsfordonationhadpassedthemedia
–includingsocialmediasuchasfacebook,twitter,andblogs–thecampaignsawgreatresponseratesintermsofdonationsandvolunteers.However,theunexpectedvolumesofdonations,shiftingvolunteernumbers,andthecontinuouslychangingregulationsonaccepteditemschallengedthecampaign’ssuccess.Thus,thecampaignteamhadtoguidethevolunteers’supportappropriatelyandensureaconstantflowofinformation.Lookingbackatthecampaign,RajiHattar,ChiefSustainabilityandComplianceOfficerofAramex,reflectedontheirlessonslearntregardingmanagingvolunteerwork,workingwithcorporateandcharitypartners,usingsocialmediatoleveragethecampaign,andcoordinatingbusinessandsocialactivities.
Teaching the CaseWedecidedtowritetheAramexcaseinviewofitsparticularandinterestingsetting:Aleadinggloballogisticsprovider,withitsrootsintheMiddleEastandknownforitsengagementincorporatesocial
responsibility(CSR),organizesadonationcampaigndespitethepoliticalsensitivitysurroundingthehumanitariancauseandtheoperationalchallengesinvolved.Hence,thiscaseoffersauniquebasistodiscussthemanagementofcorporatehumanitarianreliefcampaignsincollaborationwithcorporateandcharitypartners.Itprovidesinsightsintoacampaign’shands-onoperationalmanagementaswellasitsintegrationintothecompany’sbroaderCSRstrategy.Furthermore,thiscaseisrichinthatitalsocontainselementsofprocessandriskmanagement,reputationmanagement,learning,andstrategicdecisionmaking.
Weproposethefollowingteachingtopics:
1. Companyoverview,casesummary,andfilmexcerpts(10min)
2. Driversforthecorporatesocialengagement(10min)
3. Implementationofthesocialpolicyintothecompany (10min)
LukN.VanWassenhoveisHenryFordProfessorofManufacturingandAcademicDirectoroftheINSEADHumanitarianResearchGroup.Hisresearchandteachingareconcernedwithoperationalexcellence,supplychainmanagement,quality,continualimprovement,andlearning.Hisrecentresearchfocusisonclosed-loopsupplychains(producttake-backandend-of-lifeissues)andondisastermanagement(humanitarianlogistics).HeissenioreditorforManufacturing and Service Operations ManagementanddepartmentaleditorforProduction and Operations Management.HepublishesregularlyinManagement Science, Production and Operations Management,managementjournals(likeHarvard Business ReviewandCalifornia Management Review)amongothers.Furthermore,heistheauthorofseveralaward-winningteachingcasesandregularlyconsultsmajorinternationalcorporations.
LeaStadtlerhasbeenateachingandresearchassistantfortheChairofOrganizationandManagementattheUniversityofGeneva,HECsinceSeptember2008.Previously,shecompletedatwo-yearapprenticeshipandformaleducationcertificateprogramataGermanprivatebankandobtainedamaster’sdegreeinInternationalBusinessAdministration.Herteachingcoverstheareasofchangemanagementandcross-sectorpartnerships.HerPh.D.thesisfocusesonthecorporateperspective,designchallenges,andtheroleofbrokerorganizationsincross-sectorpartnerships.Inaddition,shehaswrittenseveralteachingcasesoncross-sectorcollaboration.
Issue7,Summer2012|www.oikosinternational.org/academic
Luk N. Van Was-senhove
Lea Stadtler
1
4. Planningandimplementingthereliefcampaign:Risksandchallenges (10min)
5. Evaluationofthecampaign:Lessonslearnt(15min)
6. Wrapup(5min
ThecasecanbetaughtaspartofaMaster,executiveeducationorMBAcoursethatdealswithhumanitarianoperations,CSR,supplychainmanagement,riskmanagement,leadership,and/orMiddleEast.Wesuggestthreemainreadingsasatheoreticalbackground:
•Porter,M.E.,&Kramer,M.R.(2006).Strategy&Society:TheLinkBetweenCompetitiveAdvantageandCorporateSocialResponsibility.Harvard Business Review,84(12),78-92.•Harley,M.,&Warburton,J.(2008).RiskstoBusinessinSocialInvolvement.Journal of Corporate Citizenship,29,49-60.•Thomas,A.,&Fritz,L.(2006).DisasterRelief,Inc.Harvard Business Review,November,84(11),114-122.
Wewouldstartarespectivecoursebyaskingthestudentstogiveanoverviewofthecompany,summarizethecase,andreflectoninterestingtopicsthatemergefromthecase.Furthermore,thestudentscanwatchtwoshortvideosonAramex’Gazacampaign.Toclarifythecampaign’slinkswithAramex’corebusiness,wewouldthendiscussthequestions:What are the drivers for Aramex’ social and environmental engagement? What are the corporate benefits resulting for Aramex from the “Deliver Hope to Gaza” campaign?
Directingthefocusfurthertotheoperationalsideofthecampaign,wewouldraisethequestion:What are the risks and challenges for Aramex during the implementation of the “Deliver Hope to Gaza” campaign? ThethecasehighlightsthatAramexencounteredriskslinkedtolackingstaffcomplianceinviewofthevolunteers’greatdesiretohelpandtheirtemptationtoover-filltheboxesandto“smuggle”inprohibiteditemsforthegood.Furthermore,theyhadtoensurethatnoharm
wouldbedonetostaff,othervolunteers,reputation,andproperty.Preparationandtrainingprovedcrucial,aswellastherightleadershiptocalmdownpotentialtensionsamongthevolunteers:“(…)thediversityofpolitical,religious,andsocioeconomicgroupswithinthevolunteercorpspotentiallyriskedgeneratingpoliticaldebate,disputesandtensions.”
“Various interest groups need to be successfully integrated into the workflow of the campaign according to their level of contribution. Partnering with humanitarian organizations and other partner organizations is crucial to make the campaign a success.”
Toconcludethecourse,wewouldaskthestudentstoevaluatethemanagementofthecampaign:What are the lessons learnt for Aramex? Importantlessonslearntmayinclude:
•Needtodefineaclearcommunicationstrategythatconveysthecampaign’sgoalandoverallspiritwhileresonatingwiththetargetaudience.Thecampaigncanusearangeofmediachannels,includingsocialmedia,printandbroadcastingmedia,togeneratethewidestpossiblesupport.Alllegalimplicationsoftheoperationsneedtobeaddressedbeforehand.•Needtodevelopanoperationalmodelthatensuresaneffectiveworkflowwhileallowingtheparticipantstotakeownership.•Importanceofstakeholdermanagementandcooperationwithpartners:Variousinterestgroupsneedtobesuccessfullyintegratedintotheworkflowofthecampaignaccordingtotheirlevelofcontribution.Partneringwithhumanitarianorganizationsandotherpartnerorganizationsiscrucialtomakethecampaignasuccess.
Favorite CasesCorporatesocialengagementandcross-sectorpartnershipscanbeaddressedinmanydifferentways.WhiletheAramexcase
Case Purchase Information Inspectioncopyofthecase“CorporateSocialEngagement:HowAramexCrossesBoundaries”isavailablefromtheoikosCaseCollection.Thiscaseisalsoavailableforpurchasefromecch(711-038-1).
Issue7,Summer2012|www.oikosinternational.org/academic
6
describesanad-hocpartnership,theINSEADcaseseriesontheTNT-WFPpartnershipoffersuniqueinsightsintoalong-termrelationshipbetweenacompanyandaUNorganization.Part1(LookingforaPartner)illustratesthepartnerselectionprocess,part2(LearningtoDance)focusesonfiveoperationalinitiatives,andpart3(WhentheMusicChangesSoDoesTheDance)addressesthechallengeofevaluatingcross-sectorpartnerships.Anotherinterestingcaseonhumanitariancross-sectorpartnershipsis“Agility:AGlobalLogisticsCompanyandLocalHumanitarianPartner”whichnicelyillustratestheintegrationofapartnershipprogramintothecompany’soverallCSRstrategy.
New case developmentCross-sectorpartnershipscanbebilateralorincludeseveralpartnerorganizations.Regardingbilateralpartnerships,wethinkthatitwouldbeinterestingtoexplorehowtheydeveloptowardsamoreintegrativestage.Forexample,theLafarge-WWFpartnershipillustrateshowapartnershipcanhelpacompanymovefromagreenwashingattitudetorealcommitment.Respectivecasescanbediscussedinacoursedealingwithchangemanagementandcollaboration.Anotherinterestingfieldfornewcasesisthetrendtowardsmulti-companycross-sectorpartnershipsinwhichcompetitorsworktogethertoincreasethepartnership’ssocialimpact.Forexample,Agility,Maersk,TNT,andUPScollaboratetosupporttheWorldFoodProgrammeandGlobalLogisticsClusterwiththeirjointLogisticsEmergencyTeams.Respectivecasescanbediscussedinstrategicmanagement,changemanagement,orCSRcourses.
6
7
Transforming the Global Fishing Industry: The Marine Stewardship Council at Full Sail?byAileenIonescu-Somers
The Case StoryToday,aboutthree-quartersoftheworld’scommercialmarinestocksarefullyexploited,overexploited,depletedorrecovering.Overthelastfewdecades,governmentinitiativestomanagethisnaturalresourcemoresustainablyhavenotbeeneffective.TheMarineStewardshipCouncil(MSC)wasinitiatedbyUnileverandtheWWFin1997tohelpreversethedeclineinglobalfishstockswithaneco-labeling/certificationscheme.
ThecasestudygivesbackgroundonkeyeventsandchallengesfortheMSCinthepast,including:
•Thecrisisintheglobalfishingindustry–largelyassociatedwiththeso-calledTragedyoftheCommons(catchasmuchasyoucan).•ThelaunchoftheMSCanditsearlyeffortsatintroducingafunctioningmarketmechanismforsustainablefishingproducts(nomarket-nosupplyandviceversa).
Themanagementchallengeofthiscasestudyisthedifficultyassociatedwithoperatingacertificationandeco-labelingsystemacceptabletomanydifferentstakeholders:thefishingindustry,foodprocessors,retailers,nationalgovernments,supranational
institutions,theconservationcommunityandconsumers.AsaresultofoftenconflictingdemandsandtheMSC’sfailuretorecognizetheneedforreforms,theorganizationencounteredacrisisincredibility.
Teaching the CaseTheMarineStewardshipCouncilisanexampleofabusiness–NGOpartnershipthataddressesacriticalenvironmentalproblemthatbusiness,governmentandtheenvironmentalcommunitycouldnotsolvewithoutacollectiveapproach.Thecasecontributestolearningonseverallevels:
A.Buildingupanewmarket.Overcomingthe“chickenandegg”problem,sincenosupplymeansnomarket,andnomarketmeansnosupply.
a.HowtoidentifythemainleverstoovercomethisCatch-22.b.Howtodevelopasoundstrategythattakesintoaccountthedynamicsofthesystem(toensurethatsupplyanddemandarebalanced).
B.Understandingandmanagingstakeholderswithverydifferentbackgroundsandagendas.
a.ThereisongoingNGO“infighting”
aboutthesustainabilitycriteriaoftheMSC’slabelingscheme.
b.Severalotherstakeholders(governments,retailers,foodprocessors)havenotfullyboughtintothescheme,orevenopenlyopposeit.Forexample,foodprocessorsarecriticalofthesubstantialcostandlengthofthecertificationprocess.
C.Settingupanadequateandmanageableorganizationalstructureandcertificationprocessinordertodealwiththecomplexityoftheunderlyingproblem.
a.Theorganization’sgovernancestructureevolvedoveralongperiodandmirrorsthecomplexityoftheissueitself.
b.ThecertificationprocesswassubjecttocriticismastheMSCchosetogopublicfirstandmakechangeslater,insteadofstartingwithpilotcertification.
ThecasecanbeusedforeitherMBAsorinexecutivecourses.ForMBAs,thekeyissuesincludetheTragedyoftheCommons(“catchasmuchasyoucan”),stakeholderandcrisismanagement,andtheintroduction/expansionofalabelingandcertificationsystem.Whenusingthiscasewith
Issue7,Summer2012|www.oikosinternational.org/academic
Dr. Aileen Ionescu-Somers
Dr.AileenIonescu-SomersdirectsIMD’sCorporateSustainabilityManagementPlatformatIMD’sGlobalCenterforSustainabilityLeadership.Shehasoverseenlargescopeempiricalprojects,writtenmultipleprize-winningcasestudies,andadvisedmanyorganizationsonstrategicintegrationofsustainability.BeforeIMD,sheheadedglobalprojectoperationsatWWF.Sheisonthesustainability
boardsofcompaniessuchasFirmenich,andCocaColaHellenic.SheholdsafirstclasshonoursBA,andMA,HDEandPhDfromUniversityCollegeCork,Ireland,aswellasanMScinenvironmentalmanagementfromImperialCollege,London.HerlatestbooksareBusiness logic for sustainabilityandSustainability partnerships: The manager’s handbook,publishedwithPalgraveMacmillan.
88
Case Purchase Information Inspectioncopyofthecase“TransformingtheGlobalFishingIndustry:TheMarineStewardshipCouncilatFullSail?”isavailablefromtheoikosCaseCollection.Thiscasecanbepurchasedfromecch(IMD-2-0083).ThiscaseisalsopartoftheoikosCaseCollectionbook(Volume1):CaseStudiesinSustainabilityManagementandStrategypublishedbyGreenleaf.
executives,thediscussionislikelytofocusmoreontheexecutionandstrategicissuessuchasoverallstrategyandimplementationaswellasapotentialroadmapforthecomingyears.Ideally,thecasestudyistaughtinathree-hoursession,withparticipantshavingreadthecasebeforehand.
Favorite CasesAnewfavouriteisanIMDcaseontheground-breakingmoveofUnileverto“mainstreamsustainability”bysettingforthonanambitiousjourneytomakeitspremiumLiptonteabrandsustainable:
Ionescu-Somers,A.,TaniaBraga&RalfSeifert(2011)UnileverSustainableTea:RevitalizingLipton’sSupplychain(IMD-6-0327)andIonescu-Somers,A,TaniaBraga&RalfSeifert(2011)UnileverSustainableTea:Goingbeyondlow-hangingfruits(IMD-6-0328).
Unilever’smovepromptedadomino
effectthroughouttheentireteaindustry,effectivelypropellingateaindustryvaluechainconversiontosustainability.ThiscaserecentlywontheprestigiousEuropeanFoundationforManagementDevelopmentawardinthesupplychainmanagementcategory.
“The Marine Stewardship Council is an example of a business–NGO partnership that addresses a critical environmental problem that business, government and the environmental community could not solve without a collective approach.”
New Case DevelopmentIBM’sSmartPlanetandGeneralElectric’sEcomaginationinitiativesareexamplesofbusinessmodelinnovationforsustainabilitythatwouldmakeforveryinterestingclasslearning.It’simportanttoincludethistypeofcaseinstrategyandinnovationcourseforundergraduateaswellasMBAand
“Twofigureeightknots”bymainrc.http://www.sxc.hu.ImageID:387966.
Issue7,Summer2012|www.oikosinternational.org/academic
executivedevelopmentprogramsinstrategicmanagement,andnotas“CSR”or“corporatesustainability”modules.Thiswillhelpthemainstreamingofinnovationforsustainability.
9
Gas Natural BAN’s Strategy for Low-Income Sectors by Gabriel Berger and Adrian Darmohraj
The Case StoryThiscasefocusesonGasNaturalBAN’snetworkexpansionprojecttoprovidenaturalgastofivelow-incomeneighborhoodsinthesuburbanareaofBuenosAires,Argentina,showinghowabusinessmodelevolvedtoservelow-incomesector(henceforth,LIS)customers.GasNaturalBANwasasubsidiaryofGrupoGasNaturalSDGS.A.,aSpanishmultinationalenergyutilityfocusedonsupplying,distributingandmarketingnaturalgasinSpain,LatinAmericaandItaly,withanoverallcustomerbaseof10millionhouseholds.Inlate2007,GasNaturalGroupwastheleadingnaturalgasdistributorinLatinAmerica(currentlyGasNaturalFenosa).
Thestorydescribeshowthecompanypartneredwithalocalcivilsocietyorganization,FundaciónProViviendaSocial(FoundationforSocialHousing,henceforthFPVS)toprovidenaturalgasto3500familiesinapilotproject,andlearnthowtoworkwiththiskindofcommunities.StartingwithaprojectcarriedoutwithFPVS,thecompanyhadbeguntopursuenaturalgasnetworkexpansionprojectsforLISneighborhoodswithabusinessapproachthatdifferedfromthe
schemeusedwithconventionalcustomers.Atthejuncturedepictedbythiscase,thecompanyneedstosettheguidelinesforitsnaturalgasnetworkexpansionstrategytargetingLISneighborhoods.GasNaturalBAN’sexperiencewithFPVS,thoughviewedassuccessfulbythecompany,registeredsomeinefficientaspectsthatpreventeditslarge-scaleapplicationandledmanagementtolookfornewoptionstopursueitsLISstrategy.Asaresult,theFPVScollaborationmodelanditspotentialforoptimizationwerequestioned.ThecompanyhadquestionswhethertheschemeusedbyFPVSinMoreno’sCuartelVwouldbeapplicabletootherneighborhoodswithdifferentconditions.
“In general, the class is split between those that support working together again with the NGO, and those that support the idea of moving ahead without its initial partner. This final discussion brings at the forefront the value, the risks and the challenges of collaboration between corporations and NGOs in addressing the needs of low income communities.”
Thisteachingcasedealsprimarilywiththedevelopmentofinclusivebusinessventuresbasedoncross-sectorcollaborationsinvolvingcompanies,nonprofitsandcitizens.ItmaybeusedingraduatecoursesonBusinessandSocietyorCorporateSocialResponsibility,BusinessStrategyincludingBOPissues,orincoursesfocusingonBusinessStrategiesforCreatingSocialandEconomicValue.
Teaching the CaseThisteachingcasewasdevelopedaspartoftheSEKN(SocialEnterpriseKnowledgeNetwork)researchprojectoninclusivebusinesses.Theprojectincludedthein-depthstudyof33businessinitiativesinwhichlowincomecommunitieswereincludedascustomers,providersanddistributors,andwheretheprocesscreatedsocialvalueforthem.
WedevelopedtheGasNaturalBANcasetohelpstudentsunderstandbusinessmodelsdesignedforlow-incomesectors,toillustrateopportunitiestocreatesocialvaluepresentedtoprofit-seekingutilitieswhendealingwithLIS(andthetensionsthatemergeintheseinitiatives),andtorecognizetheimportancetointegrateprocesses
Issue7,Summer2012|www.oikosinternational.org/academic
Gabriel Berger
GabrielBergerisanassociateprofessorintheDepartmentofAdministrationattheUniversidaddeSanAndrés,BuenosAires,Argentina.HealsodirectsitsCenterforSocialInnovation,anditsGraduatePrograminNonprofitOrganizations.HeisamemberofSEKN(SocialEnterpriseKnowledgeNetwork)sinceitscreationin2001.HeobtainedaPh.D.inSocialPolicyandaMasterinManagementofHumanServicesfromtheHellerSchoolofSocialPolicyandManagementatBrandeisUniversity(USA).
AdrianDarmohrajisanadjunctprofessorintheDepartmentofAdministrationattheUniversidaddeSanAndrés,BuenosAires,Argentina,andtheexecutivedirectoroftheTrainingPrograminHumanFactorsinRiskManagement.HeobtainedhisDoctorateinPoliticalScienceandAdministrationattheUniversidadComplutensedeMadrid(Spain).
Adrian Darmohraj
10
Case Purchase Information Thecasecanbepurchasedfromecch(SKE137).
acrosscompaniesandNGOswhendevelopinginclusivebusinessmodels.
Thecasediscussionusuallybeginswithanopeningquestion:WhydoyouthinkGasNaturalBANdecidedtoapproachlowincomesectors?WasitaCSR-drivenmoveorwasitpartofitsbusinessstrategy?Thisbringstotheclassdifferentopinionsofstudentsoncorporatemotivationtoengageinthiskindofprojects,alongwithstudents’assumptionsandprejudicesaboutcorporateengagements.Thecaseshowsdifferentapproacheswithinthecompanyandhowtheyevolvedovertime.Inaddition,ithelpsstudentsunderstandthataninitiativethatwasstartedasaCSRprojectveryoftenbecomespartofthecommercialstrategyofthecompany.
Thecasediscussioncontinueswiththecomparisonofthetwoinitiativespursuedbythecompanytargetinglowincomecommunities,onedevelopedwithoutanyparticularadaptationtothetargetpopulation,calledGasforEveryoneprogram,andtheseconddevelopedwithanNGO.Thecomparisonallowsstudentstoseetheunintendednegativeresultsofcommercialstrategies,suchasover-consumptionanddebtsbylowincomehouseswhenaretargetedbyservicesellers(inGasforEveryonecommercialeffortswereledbycertifiedinstallerswhoofferedservicestopotentialclients),andthelearningthatsuchexperienceprovidedtothecompany.ThisdiscussionmakesitpossibletounderstandhowthenewbusinessmodelwascreatedtogetherwithFVPS,anNGO,withpreviousexperienceinmicrocreditintheGreaterBuenosAiresarea.FVPSwascriticalindesigningtheplan,engaginggrassrootsorganizations,ensuringneighborinvolvement,enhancingprojectlegitimacyandstreamliningdemand.GasNaturalBANinturnprovidedsomeofthefinancingandthetechnicalexpertisetoorganizethework,managedthetechnicalaspectsofinfrastructuredevelopment,andadjusteditsoperatingprocessestosuittheproject’smarketingscheme.BycontrastingGasforEveryoneand
thejointprojectwithFVPSstudentsuncoveredtheunprecedentedfeatureinthisinitiative,intermsofjointplanning,marketingandoperations.
Inthediscussion,studentsunderstandseveralinternalchallengesfacedbyGasNaturalBANassociatedwiththeadjustmentoftheiroperationstoanunknownscenario,andhowitwasforcedtolearntorespectboththecommunity’sandFPVS’timing.However,thecompanyalsorecognizedthattheyweresomeinefficientaspectsinthisjointprojectwithFPVSandobtainedsomeadditionalexperienceinfourotherpilotprojectsdevelopedworkingalone.
“Gas Natural BAN’s experience with FPVS, though viewed as successful by the company, registered some inefficient aspects that prevented its large-scale application and led management to look for new options to pursue its LIS strategy. ”
Asthecompanyexploredtheideaofexpandingtheprojecttoreach12000families,thediscussionmovestowhetherGasNaturalBANshouldpursuetheexpansiontogetherwithFPVSorcouldbedonewithouttheNGO.Thecompanyhadaccumulatedenoughexperiencetooperatethiskindofproject(theyhadalreadydoneitinfourotherprojects).Inaddition,ithadtodealwithsomeoperatingproblemsencounteredinworkingtogetherwiththeNGO–noneamajorone–iftheydecidedtoworkagaintogether,andhadtoconsiderhowtofundFPVSparticipationinthisnewproject(inthefirstonetheNGOhadobtainedagrantfromtheWorldBankthatcoversmostofitscosts).Ingeneral,theclassissplitbetweenthosethatsupportworkingtogetheragainwiththeNGO,andthosethatsupporttheideaofmovingaheadwithoutitsinitialpartner.Thisfinaldiscussionbringsattheforefrontthevalue,therisksandthechallengesofcollaborationbetweencorporationsandNGOsinaddressingtheneedsoflowincomecommunities.
Issue7,Summer2012|www.oikosinternational.org/academic
Favorite CasesWithSEKNwehavebeenworkinginthelasttenyearstodevelopacollectionofcasesbasedonorganizationsinLatinAmericaandSpainwithtwopurposes:toallowourstudentstolearnfromregionalexperiencesandtogivetheopportunitytofacultyinotherregionstoincludecasesfromIbero-Americancountries.Ourcasesarefocusedonmultinationalandlocalcompanies,aswellasonNGOs.Theyaresuitedtoteachissuesrelatedtocollaborationandalliancesforsocialpurposes,managementofsocialinitiatives,andinclusivebusinessdevelopmentandimplementationindifferentindustries.
New Case DevelopmentWewouldliketoseemorecasesthatfocusontheprocessofdeveloping,internalizing,andparticularlytheinstitutionalizationofsustainabilitystrategieswithinlocalcompanies,inordertodiscussthedilemmasofputtingsustainabilityissuesatthecoreofcorporatestrategy.Whatarethedriversofsuchprocesses?Whatarethesystems,processesandincentivesthathavebeenconsideredandused?Whatresultswereobtainedinthiskindofefforts?ThesearesomeoftheissueswewouldliketobeabletodiscussinourcoursesonCSRandSustainability.
Issue7,Summer2012|www.oikosinternational.org/academic
6
10
1110
Winter2012Issue5|www.oikosinternational.org/academic
oikos Global Case Writing Competition
CallforCases2013oikosandAshokaaimtopromotethecreationofhighqualityteachingcasesonCorporateSustainability(supportedbyoikosfoundation)andSocialEntrepreneurship(supportedbyAshoka).Thecompetitionwelcomesentriesfromallpartsoftheworld.Submittedcasestudiesshouldbesuitableforuseinmanagementeducationandshouldberelatedtomanagerialissuesfacedbyorganisationsandindividuals.
1.Applicants•Applicantsmaybeteachers,researchassistantsorstudentsofbusinessadministration(orrelatedareas).•Caseentriesmayhavemorethanoneauthor,andeachapplicantmaysubmitonecasepertrackonly.
2.Prizes&Incentives•Thefirstprizeineachtrackwillbe5000SwissFrancs(2nd:CHF2000and3rd:CHF1000).•Winnerswillbeinvitedtopresenttheircaseathigh-levelconferencesinthefield.•Detailsofthewinningcases(caseabstract,onlineinspectioncopyandcasepurchaseinformation)willbepublishedintheoikosonlinecasecollection.•Eachcasecontributorwillreceiveawrittenfeedbackonthesubmittedcase.
3.EvaluationcriteriaAcceptedsubmissionsaresubjecttoatwo-stepdoubleblindreviewprocess.Forbothcompetitiontracksthejudgingcommitteewillpayparticularattentionto:
1.Conceptandcontent-theintegrationofthedifferentsustainabilitydimensions(economic,social,andenvironmental),thetopicrelevanceanditsabilityto
createalearningexperience.2.Teachingnote-acomprehensiveteachingnotemustaccompanyeachsubmission.3.Form-thestyleofwriting,qualityofpresentationandclarityofdata.4.ImportantDates•October 26, 2012-Deadlineforcasesubmissions•January 15, 2013 -Firstrounddecision•March 29, 2012 -Finalrounddecision•August 2013-CasepresentationsandawardceremonyattheAcademyofManagementConference2013
5.FurtherInformationForadditionalinformation,requirementsanddetailspleaseconsultourwebsiteorcontact:
Dr.JostHamschmidtProjectlead,Chair,CorporateSustainabilityTrackjost.hamschmidt@oikosinternational.org+41712242595ManagingDirector,oikosFoundationwww.oikos-international.org/academic
Dr.MichaelPirsonChair,SocialEntrepreneurshipTrackmpirson@fas.harvard.eduManagingDirector,oikosFoundation Co-founderandacademicdirector,Humanet+18578699604http://www.humanetwork.org
Case Research Journal: Special Issue on Business & Sustainability
TheCaseResearchJournalwillpublishaspecialissueonbusinessandsustainability,tobeguest-editedbyProfessorJohnJ.LawrenceoftheUniversityofIdahoandDr.StephenBowdenoftheUniversityofWaikato.
ThedeadlineforsubmissiontothisspecialissueisJanuary 18, 2013forpublicationin2014.
TheCaseResearchJournal,publishedquarterlybytheNorthAmericanCaseResearchAssociation(NACRA)andXanEdu
CustomPublishing,isdedicatedtoenhancingcaseresearchandpublishingexceptionalteachingcases.Foundedin1980,theCRJisdouble-blindrefereedandacceptsaboutfifteenpercentofmanuscriptssubmitted.
DomainoftheSpecialIssueThedomainofthespecialissueisbroadlydefinedasteachingcasesthataddressissuesofsustainabilityinbusiness.Sustainabilityherereflectstheideathatweasasocietyshouldbeabletomeetourownneedsinwaysthatwon’tcompromisetheabilityoffuturegenerationstomeettheirneeds(theclassicBrundtlandCommissionconceptualizationofsustainability)andthatthisencompassesstewardshipofenvironmental,socialandeconomicsystems(theclassicthreepillarsofsustainability).FocusandMethodsFocus:Casesshouldbefocusedonadecision,issue,orproblemfacinganindividual,anorganization,oragroupoforganizations.Afterstudyingthecase,studentsshouldbeabletoputthemselvesintothesituationandformulateanddefendalternativecoursesofaction.
Methods:Casesshouldbebasedonoriginal,primaryresearch.Examplesofsuchresearchinclude(butarenotlimitedto):
•Fieldresearchintheorganization•Interviewswithkeydecision-makersintheorganization•Interviewswithstakeholdersimpactedbyanorganizationaldecision,issue,orproblem•Reviewofprimarymaterials,suchaslegalproceedings,congressionaltestimony,orinternalcompanyorstakeholderdocuments.
TheCRJtypicallydoesnotpublishcasesbasedsolelyonsecondarysources,suchasjournalisticaccounts.Italsodoesnotpublishfictionalized,composite,orhypotheticalcases.AnInstructor’sManual(teaching
Issue7,Summer2012|www.oikosinternational.org/academic
News
Call for Cases
12
Issue7,Summer2012|www.oikosinternational.org/academic
11
note)mustaccompanyeachcasesubmission.TheIMshouldfollowtheguidelines.
Atthetimeofsubmission,atleastoneauthormustbeamemberofNACRA(membershipinformationisavailableatwww.NACRA.net).
FurtherInformationForfurtherinformationregardingthisissueorapotentialsubmission,pleasecontacteitheroneoftheguesteditorsforthespecialissueorthejournal’seditor:JohnJ.Lawrence,GuestEditor StephenBowden,[email protected](208)885-5821 [email protected](647)-838-4472DeborahEttington,Editor,[email protected]
ecch Case Awards Competition – Innovation in Case Teaching
TheecchCaseAwardshavebeenpresentedannuallysince1991tohonouroutstandingachievementincasedevelopmentandtoraisetheprofileofthecasemethodoflearning.For2013,ecchisproudtointroduceanewcompetitioncategory,InnovationinCaseTeaching,designedtorecognisededicatedmanagementeducatorsthatareachievingexcellencethroughinnovative,creativeapproachestocaseteaching.
EligibilityTheteacher(s):Entrantsmustbeteachersofmanagementeducationwithacurrentpositionatanacademicorcorporateorganisation.PhDstudentswithteachingresponsibilitiesareeligible.Entriesmaybesubmittedfromasingleteacherorbyateamofteachers.Teamsofteachersmaybefromdifferentinstitutionsworldwide.EntrantsshouldhavepracticedtheirinnovativeuseofcaseswithstudentsafterNovember2010.
Theteaching:Thisawardisintendedtoencourageinnovationinitswidestsense.Thecategoryisbroadlydefinedtoofferrecognitiontoarangeofcircumstances,fromtheadoptionofnewtechnologytobeingapioneerofcaseuseatyourorganisation.
EvidenceEntrantsmustprovideabriefstatementexplainingtheirinnovativeuseofcasesinbusinesseducationteaching.Thestatementshouldincludewhyandhowthisexamplepositivelyaffectedstudentlearning.Theentrant’soverallteachingphilosophymustalsobesummarised.
Entrystatementsmustbeaccompaniedbysupportingevidenceintheformofshorttestimonialsfromuptotwostudentsandtwocolleagues(aminimumofoneofeach).Othersupportingdocumentation(e.g.videoclipsorstatisticalevidenceofsuccess)isnotessentialbutwillbeacceptedandtakenintoconsiderationbythejudgingpanel.Entrantsmustsubmitacopyofthecaseorcasematerialtheyareusing.
SubmittingyourentryEntrantsmustnominatethemselves,withsupportingtestimonialsfromcolleaguesandstudents.Entriesarewelcomedfromteachersinanybusinesseducationsubjectarea.Thesubmissiondeadlineis30 November 2012.Thewinningteacher,orteamofteachers,willreceiveasingleprizeof€1,500.Moreinformationontheecchwebsite.
The Case Study Library at the Fowler Center for Sustainable Value is now live
TheFowlerCenterforSustainableValueidentifiedsustainability-themedbusinesscasesthatserveasteachingresourcesforfacultyacrossmanagementdisciplines.TheSustainableValueCaseInventory,includes
•casesthataddressedanissueofhereticalordisruptivechange•casesinwhichsustainablevaluewasembeddedinthecoreoftheorganization’soperations•casesinwhichbusinessvalue,
ratherthanregulatorycomplianceorotherethicalissues,drovedecisionsUptonow,theCaseStudyLibraryhascollected50sustainability-relatedcases(andgrowing).Linkstositeswherethecasesmaybeaccessedorpurchasedareprovided.CheckouttheCaseStudyLibrarywebsitehere.
ecch workshop: Aligning Your Teaching and Research – The Potential of Case Studies
23 October 2012ESMT European School of Management and Technology, Berlin, Germany
Atatimewhenuniversitiesareencouragingacademicstostrengthenthelinkbetweentheirresearchandteaching,thisworkshopwillprovideaframeworkforusingthecasemethodinthisprocess.Bybringingresearchintotheclassroom,thetutorbenefitsfromstudentinputandresponses,whilststudentsrespondwelltotheenthusiasmandvestedinterestofthetutor.Thisworkshopexplorestheuseofcasestomaximisethepotentialofthelinkbetweenresearchandtechnique.Participantswillworkthroughtheirownexperiencesandopportunitiesinasupportiveenvironment.
Fees:£335non-residential.
Feesincludecoursematerialsandlunch.ecchmemberorganisationsreceive10%discount.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Moreinformationontheecchwebsite.
ecch workshop: Using Cases to Teach - Dubai
18-19 November 2012Hult International Business School, DubaiThecasemethodiswidely
12
Case Teaching Workshops
Case Collections
13
Issue7,Summer2012|www.oikosinternational.org/academic
recognisedasanoutstandingapproachtoteachingandlearning,especiallyinmanagementeducation.Thisworkshopwillprovidecaseteacherswiththeopportunitytoexplorethecasemethodandassessitsbenefitsforuseintheirownclasses.Thetutorwillintroducepracticaltipsandskillsforteachingwithcasesandwillprovideguidanceoncaseselectionandinstructorpreparationforclass.Participantswillgainconfidenceandshareexperiencesinasupportiveenvironment.
Fees:£635/€795non-residential.
Feeincludescoursematerialsandlunches.ecchmemberorganisationsreceivea10%discount.Anoptionalsocialdinnerwillbeheldon18Novemberforanadditionalcostof£35/€40.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Ifyourorganisationqualifiesforourmembershipschemefordevelopingcountriesyoumaybeeligible.Contacttheeventsteamforfurtherdetails.Moreinformationontheecchwebsite.
ecch workshop: Using Cases to Teach - Sydney
22-23 November 2012Macquarie University, Sydney, Australia
Thecasemethodiswidelyrecognisedasanoutstandingapproachtoteachingandlearning,especiallyinmanagementeducation.Thisworkshopwillprovidecaseteacherswiththeopportunitytoexplorethecasemethodandassessitsbenefitsforuseintheirownclasses.Thetutorwillintroducepracticaltipsandskillsforteachingwithcasesandwillprovideguidanceoncaseselectionandinstructorpreparationforclass.Participantswillgainconfidenceandshareexperiencesinasupportiveenvironment.
Fees:£635/€795non-residential.
Feeincludescoursematerialsandlunches.ecchmemberorganisationsreceivea10%discount.Anoptionalsocialdinnerwillbeheldon22
Novemberforanadditionalcostof£35/€40.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Ifyourorganisationqualifiesforourmembershipschemefordevelopingcountriesyoumaybeeligible.Contacttheeventsteamforfurtherdetails.Moreinformationontheecchwebsite.
International Case Study Conference 2012
December 14-15, 2012IBSHyderabadisorganizinganInternationalCaseStudyConferenceonDecember14-15,2012.Caseauthorsareinvitedtoparticipateandpresentunpublishedcasestudiesinallareasofmanagementandonthethemetopic,‘SocialMediaandBusiness’.APreconferenceWorkshoponCaseWritingwillbeconductedbyecchonDecember13,2012.TherewillalsobeaConcurrentWorkshoponCaseStudyMethodologyonDecember14-15,2012.ThevenuefortheconferencesisthesprawlingIBSCampusinthehistoriccityofHyderabad,India.
Registrationfeesfortheconference:Academics(USD150),CorporateDelegates(USD200),DoctoralScholars/Students(USD100).
Discounts:1.Earlybird(beforeAugust30,2012)-10%discount2.ecchmembers-10%discount3.3ormoreparticipantsfromanorganization–10%discount4.Registrationformultipleevents(ConferenceandWorkshop)–10%discount.
Aparticipantcanavailonlyoneoftheabovediscounts.Thetotaldiscountwillnotexceed10%.SeparateregistrationsarerequiredforattendingthePreconferenceWorkshoponCaseWriting(Dec13,2012)andtheConcurrentWorkshoponCaseStudyMethodology(Dec14-15,2012).Theconferencefeeincludes
conferencekit,copyofproceedings,useoffacilities,workinglunches,andtea/coffee.
ecch workshop: Start Writing Cases
December 2012 (2 days)Europe
Thispracticalandintensiveworkshopwillofferamaximumoftwelveinexperiencedcasewriterstheopportunitytotaketimeouttoworkonanideatheyalreadyhaveforacase.Theskillsandknowledgethatparticipantswillacquireatthisworkshopwillenablethemtodeveloptheircaseandtoidentifyandprepareadditionalsupportmaterialthatwillenhancethelearningexperienceoftheirtargetaudience.
Fees:£535non-residential.
Feesincludecoursematerialsandlunch.ecchmemberorganisationsreceive10%discount.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Ifyourorganisationqualifiesforourmembershipschemefordevelopingcountriesyoumaybeeligible.Contacttheeventsteamforfurtherdetails.Moreinformationontheecchwebsite.
Case Writing Workshops
14
www.oikosinternational.org/academicbe informed, get involved, make a difference
ContactWewouldliketohearyourexperiencesofteachinginnovativecorporatesustainabilityandsocialentrepreneurshipcases!Ifyouhaveanysuggestionsforimprovingthisperiodical,orinformationyoumaywanttosharewiththecommunityofcasewritersandinstructors,wewouldappreciateyourfeedback.Pleasesendusanemailat [email protected] orgiveusacallat+41712242698.
To subscribe:Tosubscribe,pleasefeelinanonline form.Shouldyouwishtounsubscribe,[email protected].
Partners:
“Mecanos”:Attribution2.0Generic(CCBY2.0)
©oikos;D
esignbyoikos,K.Negacz