|Volume 1 (2017)||Bank of America’s Investment in the Dakota Pipeline – A Wake-up Call for Stakeholders||Elise Perrault, David Desplaces||Bank of America (BoA) was one of the major lenders to the Dakota Pipeline project. Taking the perspective of a BoA investor and stakeholder, the case raises issues of socially responsible investment and considerations germane to continuing supporting BoA. Specifically, the case allows students to apply stakeholder and ethical analyses in the formulation of BoA’s strategy in the context of corporate social responsibility.||http://www.ijicases.com/search/dakota-pipeline/|
|Volume 1 (2017)||Epic System Failure: Pain at Plainsboro Medical Center||Zaiyong Tang, Dennis Comeau||This case describes an information system failure at a large hospital. The case highlights that information systems are much more than just the technology. Each of the three dimensions of information systems: people, organization, and technology played a critical role in building a robust, reliable, yet ultimately ineffective system.
Plainsboro was fortunate that the Epic connection failure did not result in patient deaths. However, it became clear that a major overhaul of its backup and contingency information systems (EMR) was urgently needed...
|Volume 1 (2017)||The Back Way through the Deadly Sea||Robert A Vega||Tens of thousands of young Gambians leave their country annually because of lack of opportunity. This case considers an African woman entrepreneur who develops opportunities to help youth to stay in The Gambia and wants to expand her reach across the breadth of the country.||http://www.ijicases.com/search/the-back-way-through-the-deadly-sea/|
|Volume 2 (2018)||Hiding in Plain Sight||Robert F. Mortlock, Ph.D||Synopsis
This combat uniform camouflage case study encourages critical analysis of a U.S. Army project at a decision point. The case focuses on the procurement strategy of combat camouflage uniforms and equipment for U.S. Army soldiers. The combat uniform case study reinforces critical thinking in uncertain environments, documents lessons learned for project management for future application, and provides wide private-sector exposure to the complexities of public-sector acquisition and camouflage uniform strategy and test planning in particular.
|Volume 2 (2018)||Promoting national security through steel tariffs?||Patrik T. Hultberg||The U.S. Department of Commerce released its investigation into the impact on U.S. national security from imports of steel mill products. The report concluded that imports of steel poses a threat to U.S. national security due to the weakness of the domestic industry relative to global excess capacity. In response, President Trump adopted 25 percent tariffs on foreign produced steel. Under threats of retaliation many steel exporting nations are exempted, but China is not exempted.||http://www.ijicases.com/search/national_security_case/|
|Volume 2 (2018)||Strategic Leadership in the Entrepreneurial Firm - Lululemon||Arthur Kearney & Denis Harrington||Successful growth from small entrepreneurial business to large corporate scale has seen Lululemon group continue to be a lead innovator in the international apparel business. The group’s growth centres on deep relationships with primarily women customers, a unique organisational culture and a brand image facilitating premium pricing. In recent times the group faced challenges entering international markets, developing markets based on male customers and balancing organisational flexibility with formal structures required by a large scale corporate firm, notably in the management of stock exchange relationships. The development of strategic leadership has been a challenge for the firm since inception, with the challenges of managing the transition from entrepreneurial firm to corporate firm stretching executive capabilities. The case centres on the appointment of a new c.e.o., Laurent Potdevin, who brings a wealth of corporate experience to Lululemon, and questions if his strategic leadership can realise ambitions in international and new markets.||http://www.ijicases.com/search/lululemon-group/|
|Volume 2 (2018)||The Chairman's Jokes||Ralf Mehnert-Meland||Synopsis
Thomas recently joined a French company as General Manager of its US operations. His immediate supervisor, the Chairman of the Board, displayed inappropriate behavior, such as telling offensive jokes with sexual, racist and discriminatory content in business and social settings. The behavior was known to the HR department and against company policy. The students should assess Thomas’s situation from legal, management and HR perspectives and consider parallels to the #MeToo Movement.
|Volume 2 (2018)||When in Rome||Ralf Mehnert-Meland, J.D.||On a business trip to the Philippines, Ben was invited by his Asian business associates to an evening of entertainment, including something “typically Asian”. After dinner, the men ended up in a brothel. Unbeknownst to Ben, the purpose of the visit was an evening of karaoke singing. It was also clear that “other services” were included at each participant’s own discretion. The students should assess Ben’s situation and decisions from legal, ethical and business perspectives.||http://www.ijicases.com/search/when_in_rome_case/|
|Volume 3 (2019)||Achieving a dream in the agricultural sector||Jeannette M. Herz Ghersi||Mike Arce is the owner of a 30-hectare farm in an agricultural area on the coast north of Lima, Peru. He must find a solution to the liquidity problem that arose at the end of 2016 and determine if he has adequate accounting information to make his decision. Students are challenged to review information from an accounting and financial perspective. In the resolution of the case, international rules concerning information to be submitted via financial statements must be considered, especially taking into account the rules concerning agriculture, property/plant and equipment and inventories. This case lends itself to analysis and projection of financial statements and to seeking alternative solutions.||http://www.ijicases.com/search/achieving-a-dream_case/|
|Volume 3 (2019)||Allergic to Change||Saverio Manago, Anurag Jain, Zaiyong Tang, & Phillip A. Vaccaro||GHMC was struggling with challenges which included increased costs, decreased resources, and a very competitive market. Mr. Bob Dawson, an accomplished Executive Vice President of Revenue took on the challenge of changing processes and procedures at GHMC. Through the case, the student is presented with a series of significant, competing challenges. The instructor should encourage students to formulate action plans that enable the organization to be a viable entity in a highly competitive market.||http://www.ijicases.com/search/allergic-to-change_case/|
|Volume 3 (2019)||Army camouflage: You can’t kill what you can’t see||Robert F. Mortlock, Ph.D||This combat uniform camouflage case study encourages critical analysis of a U.S. Army project at a decision point. The case focuses on the decision to change the camouflage pattern on combat uniforms and equipment for U.S. Army soldiers. The combat uniform case study reinforces critical thinking in uncertain environments, documents lessons learned for project management for future application, and provides wide private-sector exposure to the complexities of public-sector acquisition and the balance of testing results and affordability considerations in decision-making.||http://www.ijicases.com/search/you-cant-kill-what-you-cant-see-case/|
|Volume 3 (2019)||Exit Two Ways: Building #19 and Ollie’s Bargain Outlet||Gina Vega||Two businesses in the same industry (chains of salvage and discount outlets) grow in different directions and the owners exit direct ownership in different directions as well. Students are challenged to evaluate the method of exit and/or harvest taken by each owner and look for forewarnings of that method within the operational structure of each chain.||http://www.ijicases.com/search/exit-two-ways-case/|
|Volume 4 (2020)||Contemplating Cash: Matte Beauty LLC||Caroline E.W. Glackin, PhD||This case presents the story of an undergraduate student planning to start a direct selling organization in the cosmetics and beauty products manufacturing industry with a focus on women of color. The case discusses the cash flow implications of industry and channel selection, and the impact of financing needs and sources. Students may identify the startup scale, question projected costs, review the financing mix, and consider the timing and size of revenues and expenses.||http://www.ijicases.com/search/contemplating-cash/|
|Volume 4 (2020)||Creative Community Space||Miranda Lam, PhD & Robert “Ripp” Daniell, PhD||An entrepreneur has decided to open a shared artist space in coastal New England. She faces multiple decisions and barriers involving location, business efficacy, and financing. The case ends with the purchase of a property and the start of the venture.||http://www.ijicases.com/search/creative-space/|
|Volume 4 (2020)||North Church's Financial Headache||Miranda Lam, PhD, Lisa Chen, PhD, and Brian P. LeBlanc, MBA||North church, a medium size Congregational church, struggled with producing meaningful financial reports to its Board of Trustees (BOT) to help them monitor and make important financial decisions at a time of declining revenues and rising expenses. After attending a webinar on church finance, the treasurer and the finance committee decided to update the entire chart of accounts to be consistent with non-for-profit accounting principles. They approached a local state university to recruit an accounting student intern to implement these changes over the summer.||http://www.ijicases.com/search/north_church_case/|
|Volume 4 (2020)||Shifting Strategy: From the Campaign Trail, to Community Engagement||Dr. Virginia McKendry, PhD, and Barbra Collombin, MA||This case presented the challenge of transforming a partisan riding headquarters into a non-partisan hub for meaningful citizen engagement and participatory democracy. On the face of it, the challenge is like that of any organization seeking to encourage public awareness of its mission and value, and/or reshape public perception of the organization. However, a unique mandate of the newly elected official’s party is to create a shift in the meaning of civic participation itself, away from the divisive debate style of partisan politics and toward a culture of the discussion and dialogue that supports community building and shared governance. For Aldous Sperl, the Chief of Staff charged with the task, it will be important to recognize the various stakeholder groups comprising the constituency and create a strategy that is grounded in the various communication preferences and interests of each stakeholder group, with the aim of bringing everyone “into the circle.” Time is limited and stakeholder salience will be an important consideration as Aldous puts together the communication strategy for this important engagement initiative.||http://www.ijicases.com/search/shifting-strategy_case/|
|Volume 4 (2020)||Soybean Farmers and Tariffs||Patrik T. Hultberg||The Trump administration aggressively pursued trade policies that limited imports from foreign countries, especially China. Tariffs targeted at imported steel, aluminum, and many other final and intermediate products, were adopted in an attempt to protect domestic industries, national security, as well as eliminate the impact of “unreasonable” and “burdensome” foreign policies. The policies led to Chinese retaliatory tariffs, including 25 percent tariffs on U.S. produced soybeans. These tariffs, both U.S. and Chinese, affected the profitability of soybean farmers in the upper Midwest, who saw prices of inputs increase while demand and price for soybeans fell drastically. Five soybean farmers, representing thousands of other farmers, are now forced to reconsider their planting decisions going forward.||http://www.ijicases.com/search/soybean/|
|Volume 4 (2020)||The Peak Hotel||Anita Zehrer, Gabriele Leiß, Charles Krusekopf & Rebecca Wilson-Mah||A family-run four-star hotel in the Austrian Alps has challenges with regard to family firm succession. The family firm is currently in its second generation, and the owners, Perry and Patricia, want to develop a plan to hand the business to the next generation. The entrepreneurial family is dealing with change and transformation processes among the family members. This case supports entrepreneurship and family business students at both undergraduate level and graduate level to consider options and issues in the succession planning of family firms. This case may be taught as an example of intra-family firm succession in a family business management, business strategy or entrepreneurship course.||http://www.ijicases.com/search/peak_hotel_case/|
|Volume 4 (2020)||The Young Entrepreneur Council||Laurie L. Levesque & Sarina Cerulli||Scott Gerber cofounded the The Young Entrepreneur Council (YEC) to create a community of people who could fill a knowledge deficit for himself and others. Students examine the formation and success of the YEC and affiliated organizations as ‘communities of practice’ (CoP). Optional career-focused assignments and activities let students apply the concept of communities of practice to gaps created when college coursework and workplace training don’t provide all the tacit knowledge needed to excel in the job.||http://www.ijicases.com/search/young-entrepreneur_case/|
|Volume 5 (2021)||Electrifying Transparency: The Role of Open Communication in Board Meetings||Marcy Leasum Orwig, Ph.D.||Tri-County Electric in South Carolina had conducted board meetings for decades without open transparency. Before the entire board was voted out during a special election, there were accusations of board member pay having doubled the national average and enacting rules that made it difficult for members to challenge co-op directors. As a result of the outrage over the history of abuse and corruption at Tri-County Electric, a series of proposals were recommended by the Electric Cooperatives of South Carolina Chief Executive. However, these proposals did not seem to address the urgency of all needed changes, so the state government passed legislation to revise rules that governed electric cooperatives; increasing transparency to co-op members and adding limited government oversight.||http://www.ijicases.com/search/electrifying-transparency-case/|
|Volume 5 (2021)||Variation in Brand Valuation: Indian IT Services Brands||Sanjay Kumar Kar, Rohit Bansal, Saroj Mishra||Manas Das, the Founder, and Chief Executive Officer, ValuEndow Consulting, assigned his trusted associate Sheikh Sanah to critically assess reasons due to which Indian IT Services brands were lagging behind western counterparts. Mr. Das was amused by the variations in the brand value of Tata Consulting Services assessed by Brand Finance and Kantar Millward Brown. Sanah was tasked with developing strategies to improve the brand value rankings of Indian IT Services brands.||http://www.ijicases.com/search/variation_case/|
|Volume 6 (2022)||A Sudden Inhospitable Situation: The Everglade Hotel||Rebecca Wilson-Mah & Daniel Bernardes||The Everglade Hotel had just completed a lengthy period of renovations to the public areas, including the lobby and the restaurant. Anticipation was high for a busy summer season and occupancy rate was forecast to be around 77%. When COVID-19 became a public health issue the Hotel had to shift gears quickly.||http://www.ijicases.com/search/everglade_case/|
|Volume 6 (2022)||Online Reputation Management: A Shark Tale from Instagram||Bridget Kurtenbach & Jane Strong||Patrick Scott, an impetuous college student, caught a live shark with his bare hands while his friend recorded the feat. He decided to post the video of his antics on his personal Instagram account to impress friends and followers. Scott’s shark video went viral within a day and received mixed reactions. He worried that the video would be perceived negatively by potential employers.||http://www.ijicases.com/search/shark-tale_case/|
|Volume 6 (2022)||The Local Wild Food Challenge: Translating a Chef’s Passion for Wild Food into a Sustainable Event||Ingrid Kaizer Mitchell, Rebecca Wilson-Mah & Christine Van Winkle||Chef Bill Manson had created a small community event, the Local Wild Food Challenge in 2008 in Eastbourne, New Zealand. The event had since become a network of communities holding yearly events in different countries celebrating the culinary skills of local people. With expansion Manson recognized that he needed to give more consideration to community event planning and organization, while also staying true to his commitment to inclusivity and promoting sustainability of local resources.||http://www.ijicases.com/search/local-wild-food/|
|Volume 6 (2022)||Stigma Around the Consumption of Sanitary Napkins and Implications for International Marketing Strategy: A Case Study from Rural India||Kranti K. Dugar & Jennine Fox||Girls and women in rural India experience period poverty and are subject to stigma, shaming, and trauma around menstruation. A non-profit organization is working to counter taboos and myths and provide access to menstrual education and hygiene products to girls and women alike. This case provides an opportunity for students to explore topics such as self-reference criterion, ethnocentrism, bottom-of-the-pyramid markets, and hierarchy of effects, and also challenges them to effectively apply adaptation of international marketing mix strategy.||http://www.ijicases.com/search/vimukt_case/|
|Volume 6 (2022)||Patel Farms: Drip irrigation, the ray of hope||Kinjal Jethwani & Kumar Ramchandani||Mr. Rajesh Patel, the owner of Patel Farms was relying on rainwater for cultivation. Due to the weak monsoon season for the last several years, Mr. Patel needed to procure water from the outside. The situation worsened as there was a drastic rise in the cost of water. Mr. Patel’s son Rohit suggested installing a drip irrigation system. In early August 2021, Mr. Patel was considering whether to adopt drip irrigation or not.||http://www.ijicases.com/search/patel-farms_case/|
|Volume 6 (2022)||Sandy Shores Care Center: A Long-Term Care Staffing Crisis||Lindsey J G Creapeau & Kevin E Hansen||Sarah Martin, CEO of Sandy Shores Care Center, was faced with a significant direct care (i.e., CNA) staffing challenge in her skilled nursing center. She and her leadership team had to conduct an analysis of their current staffing retention practices, consider new ideas for implementation, and be mindful of a limited budget available.||http://www.ijicases.com/search/sandy-shores-case/|