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Case Studies by Henri-Claude de Bettignies

52 case studies

by Publication Date
published: 31 Oct 2008

  • Topic: Leadership & Organisations
  • Industry: Pulp & Paper
  • Region: Asia

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Abstract:
Trata-se de um caso imaginário, estabelecido no Sudeste da Ásia, e que introduz alguns dos dilemas éticos e morais que podem encontrar os gerentes expatriados que trabalham na região.

Pedagogical Objectives:
O presente caso pretende ilustrar os problemas relacionados com a gestão de equipas multiculturais no ambiente da Ásia-Pacífico. Mais concretamente, abrange situações nas quais se encontraram tanto os gerentes expatriados como as corporações responsáveis pela gestão de projectos num país em desenvolvimento, isto é., dilemas éticos e morais, normas ambientais e de segurança, subornos e corrupção.

Keywords:
Dilemas Éticos, Normas Ambientais, Corrupção, Valores Do Ocidente E Do Oriente

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published: 02 Jan 2006

  • Topic: Responsibility
  • Industry: Fresh food products
  • Region: Europe

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Abstract:
A confidential plan for restructuring Danone's biscuit division is leaked to the press, and triggers labor unrest followed by a consumer boycott. Danone seeks a strategy to surmount the crisis, but while initially successful, the strategy ultimately exacerbates the situation.

Pedagogical Objectives:
Participants are asked to consider how crisis strategies may have long-term as well as short-term effects, and to consider alternative strategies for dealing with social conflicts. The comparative costs and risks of these strategies, rather than a definitive choice, is the object of the discussion.

Keywords:
Danone, Crisis, Media, Social Responsibility, Boycott, Crisis Communication, Labor Unrest, Ethics

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published: 02 Jan 2006

  • Topic: Responsibility
  • Industry: Fresh food products
  • Region: Europe

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Abstract:
A confidential plan for restructuring Danone's biscuit division is leaked to the press, and triggers labor unrest followed by a consumer boycott. Danone seeks a strategy to surmount the crisis, but while initially successful, the strategy ultimately exacerbates the situation.

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published: 02 Jan 2006

  • Topic: Responsibility
  • Industry: Fresh food products
  • Region: Europe

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Abstract:
A confidential plan for restructuring Danone's biscuit division is leaked to the press, and triggers labor unrest followed by a consumer boycott. Danone seeks a strategy to surmount the crisis, but while initially successful, the strategy ultimately exacerbates the situation.

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published: 01 Jul 2005

  • Topic: Leadership & Organisations
  • Industry: Pharmaceuticals
  • Region: Europe

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Abstract:
This is a French translation of the case?. This is the first of a three-case series. In October 1988, members of the Board and CEO's (chief executive officers) of Roussel-Uclaf (one of the French leaders of the pharmaceutical industry) had to decide whether or not to put in the market RU 486, a pill that provokes abortion without use of surgical methods. The (A) case highlights the issues that they had to consider in order to make the decision; namely, potential ethical problems (including the risk of conflict with employees and executives who oppose the participation of the company on anything related to abortion); a possibility of deterioration of the relationship of Roussel-Uclaf with its parent company Hoechst (of Germany), which opposed the product; and intense public pressure accompanied by a threat of a boycott that could produce important economic losses. The (B) case narrates the subsequent events: Roussel-Uclaf decided to suspend distribution of the product. But two days after the firm made its decision public, the French Government intervened and mandated the firm to reverse its decision. Part (C) describes the French experience with RU 486 and the possibilities of making the product available world-wide. It emphasizes the problems posed by the possible marketing of the product in the United States, where the abortion issue ranks first in many political agendas, and in the Third World, where the deficiency of medical facilities poses a serious risk of misuse of the product.

Pedagogical Objectives:
The case series was primarily written for a course on business ethics; it places the manager in a business situation that confronts her or his fundamental values, which may or may not differ from the interests of the firm. Nevertheless, given the variety and complexity of issues it raises (eg; managing pressure from public opinion and tension between the firm and its parent company and between the firm and its employees), the case may prove to be a valuable pedagogical tool in several other management courses, including business policy, international business, organisational behaviour, decision analysis and personnel management.

Keywords:
Ethics, Corporate Responsibility, Public Pressure, Firm's Image, Decision Making, Third World

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published: 05 Jan 2005

  • Topic: Leadership & Organisations
  • Industry: Pharmaceuticals
  • Region: Europe

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Abstract:
This is the first of a three-case series. In October 1988, members of the Board and CEO's (chief executive officers) of Roussel-Uclaf (one of the French leaders of the pharmaceutical industry) had to decide whether or not to put in the market RU 486, a pill that provokes abortion without use of surgical methods. The (A) case highlights the issues that they had to consider in order to make the decision; namely, potential ethical problems (including the risk of conflict with employees and executives who oppose the participation of the company on anything related to abortion); a possibility of deterioration of the relationship of Roussel-Uclaf with its parent company Hoechst (of Germany), which opposed the product; and intense public pressure accompanied by a threat of a boycott that could produce important economic losses. The (B) case narrates the subsequent events: Roussel-Uclaf decided to suspend distribution of the product. But two days after the firm made its decision public, the French Government intervened and mandated the firm to reverse its decision. Part (C) describes the French experience with RU 486 and the possibilities of making the product available world-wide. It emphasizes the problems posed by the possible marketing of the product in the United States, where the abortion issue ranks first in many political agendas, and in the Third World, where the deficiency of medical facilities poses a serious risk of misuse of the product.

Pedagogical Objectives:
The case series was primarily written for a course on business ethics; it places the manager in a business situation that confronts her or his fundamental values, which may or may not differ from the interests of the firm. Nevertheless, given the variety and complexity of issues it raises (eg; managing pressure from public opinion and tension between the firm and its parent company and between the firm and its employees), the case may prove to be a valuable pedagogical tool in several other management courses, including business policy, international business, organisational behaviour, decision analysis and personnel management.

Keywords:
Ethics, Corporate Responsibility, Public Pressure, Firm's Image, Decision Making, Third World

Related:

published: 05 Jan 2005

  • Topic: Leadership & Organisations
  • Industry: Pharmaceuticals
  • Region: Europe

Show details ...

Abstract:
This is a French translation of the case?. This is the first of a three-case series. In October 1988, members of the Board and CEO's (chief executive officers) of Roussel-Uclaf (one of the French leaders of the pharmaceutical industry) had to decide whether or not to put in the market RU 486, a pill that provokes abortion without use of surgical methods. The (A) case highlights the issues that they had to consider in order to make the decision; namely, potential ethical problems (including the risk of conflict with employees and executives who oppose the participation of the company on anything related to abortion); a possibility of deterioration of the relationship of Roussel-Uclaf with its parent company Hoechst (of Germany), which opposed the product; and intense public pressure accompanied by a threat of a boycott that could produce important economic losses. The (B) case narrates the subsequent events: Roussel-Uclaf decided to suspend distribution of the product. But two days after the firm made its decision public, the French Government intervened and mandated the firm to reverse its decision. Part (C) describes the French experience with RU 486 and the possibilities of making the product available world-wide. It emphasizes the problems posed by the possible marketing of the product in the United States, where the abortion issue ranks first in many political agendas, and in the Third World, where the deficiency of medical facilities poses a serious risk of misuse of the product.

Pedagogical Objectives:
The case series was primarily written for a course on business ethics; it places the manager in a business situation that confronts her or his fundamental values, which may or may not differ from the interests of the firm. Nevertheless, given the variety and complexity of issues it raises (eg; managing pressure from public opinion and tension between the firm and its parent company and between the firm and its employees), the case may prove to be a valuable pedagogical tool in several other management courses, including business policy, international business, organisational behaviour, decision analysis and personnel management.

Keywords:
Ethics, Corporate Responsibility, Public Pressure, Firm's Image, Decision Making, Third World

Related:

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Abstract:
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive". Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.

Pedagogical Objectives:
1) assess critical business strategies on global environmental risks and underlying ethical dilemmas; 2) acknowledge influence of business on scientific and political dimensions of society, and ethical responsibility as an inherent dimension of business global strategy; 3) reflect on ethical management of this influence; and 4) reflect on the evolution of business responsibility.

Keywords:
Business Ethics, Climate Change, Oil Industry, Ethical Dilemmas, Global Environmental Change, Kyoto Protocol, Social Responsibility, Global Strategy

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Abstract:
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive". Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.

Pedagogical Objectives:
1) assess critical business strategies on global environmental risks and underlying ethical dilemmas; 2) acknowledge influence of business on scientific and political dimensions of society, and ethical responsibility as an inherent dimension of business global strategy; 3) reflect on ethical management of this influence; and 4) reflect on the evolution of business responsibility.

Keywords:
Business Ethics, Climate Change, Oil Industry, Ethical Dilemmas, Global Environmental Change, Kyoto Protocol, Social Responsibility, Global Strategy

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published: 01 Jan 2002

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
Case (A) describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks. However, moving into China and turning the SOE into a profitable concern presents some unforeseen challenges over and above the usual ones of a demotivated workforce and run-down machinery. The case follows the problems that emerge within ATG, notably those concerning quality, disappointing sales and lack of marketing expertise. There are also serious managerial differences that arise between the two MNC managers at the top who have different views on key investment issues. In addition the workers resent the new strict regime introduced by the Japanese General Manager and are suspicious of ATG’s new profit agenda. Despite these problems ATG is profitable within a year.

Pedagogical Objectives:
The case deals with the most common difficulties encountered by companies attempting to transform Chinese SOEs that have operated under a planned economy so that they can succeed in the world of market, consumers and competitors. However, it differs from other cases concerned with these issues as it presents three very different cultural dimensions. The case can be used in MBA and executive programs on international management, Asian business, change management and emerging markets. The objective is to understand the challenges of transforming Chinese state-owned enterprises through a joint venture. Case (B) continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market. Pedagogical Objectives: The case demonstrates how the problems and conflicts that can emerge following the setting up of a joint venture organisational, operational, human resource and financial need to be identified, tackled and resolved by all the partners before the new company can grow successfully, a process that can take several years.

Keywords:
Singapore, Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Delayed Customization, Time-Based Competition, Newsboy Model, Innovation, Services, Disruptive Technologies

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