{"title":"Caffeine with a Conscience","authors":"A. Wicks, Jenny Mead","doi":"10.1108/CASE.DARDEN.2016.000056","DOIUrl":"https://doi.org/10.1108/CASE.DARDEN.2016.000056","url":null,"abstract":"Is \"Fair Trade\" really fair? This case examines the concept, history, and logistics of the Fair Trade movement, specifically for coffee. Fair Trade began as an attempt to ensure farmers received fair compensation for their crops and credit when needed. Fair Trade also provided opportunities to help coffee growers learn best practices and sustainable farming methods (minimal damage to the environment, for example). But Fair Trade had its critics, who claimed that ultimately the farmers did not benefit and that retailers charged more for Fair Trade products and pocketed the difference. This case examines these issues through the eyes of one coffee-drinker who has specifically chosen her caffeine venue because of the Fair Trade designation.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133766939","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Differences and Diversity Issues: Selected Vignettes","authors":"R. Freeman, Jenny Mead, B. Parmar","doi":"10.1108/CASE.DARDEN.2016.000092","DOIUrl":"https://doi.org/10.1108/CASE.DARDEN.2016.000092","url":null,"abstract":"In an ever-changing world, certain topics -- such as sexual orientation, race, ethnicity, and gender -- still are hot-button items for many people. This series of vignettes covers many diversity topics, primarily in the workplace, and should promote engaging and intense debate. In reading them, students should try to see each vignette from the different perspectives presented.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129225129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Snow Brand Milk Products (C): 2009—Remaining Challenges","authors":"Jenny Mead","doi":"10.5840/JBEE201079","DOIUrl":"https://doi.org/10.5840/JBEE201079","url":null,"abstract":"The turnaround at Snow Brand Milk Products was a real learning experience for all involved. The lessons were many, and while prioritizing them was difficult, it seemed clear that the most significant was the realization that the company existed to serve the consumer and, through that service, the broader society. This brief case outlines the successes that Nobuko Hiwasa pushed Snow Brand management to accomplish, and introduces the challenges that the company faced in 2009: primarily, continuing to build its Corporate Social Responsibility approach and addressing environmental and social issues.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120981171","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Abbott and the Aids Crisis (B)","authors":"P. Werhane, Jenny Mead","doi":"10.2139/ssrn.1417182","DOIUrl":"https://doi.org/10.2139/ssrn.1417182","url":null,"abstract":"In 1999 and 2000, Abbott Laboratories’ senior management considered a number of philanthropic options that could make a difference and define the focus for Abbott and the Abbott Fund’s charitable programs. Although the cause was humanitarian, it was considered important that the programs align strategically with Abbott’s leadership in the HIV/AIDS arena. The Abbott Fund officially launched the Program for Orphans and Vulnerable Children in June 2000. The program assisted orphans and vulnerable children infected and affected by HIV/AIDS as well as the communities that cared for them. They chose Tanzania as host for a pilot program, which involved updating the country’s community health care infrastructure. Abbott partnered with Tanzania’s Ministry of Health over the next five years to upgrade the facilities at Muhimbili National Hospital in Dar Es Salaam, the Tanzanian capital; build an HIV center comprising an outpatient clinic and counseling/support facilities; create a national HIV teaching center; and introduce pharmacy, health information, and management systems. The dramatic growth of the Abbott Fund HIV/AIDS programs suggested a strategic turning point for the Abbott Fund, transforming it from a domestic philanthropic program to one with a global focus, now aligned with Abbott’s international business focus. By 2003, nearly $20 million from the Abbott Fund was being invested in its developing-world AIDS programs.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126629983","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Abbott and the Aids Crisis (C): What Lies Ahead?","authors":"P. Werhane, Jenny Mead","doi":"10.2139/ssrn.1417183","DOIUrl":"https://doi.org/10.2139/ssrn.1417183","url":null,"abstract":"The partnership between Abbott and the government of Tanzania continued to flourish. As a demonstration of Abbott’s long-term commitment to Tanzania, in 2007, the Abbott Fund opened its first office outside Abbott headquarters in Illinois. The new office in Dar es Salaam, led by Divisional Vice President Christy Wistar, oversaw the expanding number of philanthropic projects in Tanzania. In June 2007, Abbott CEO Miles White returned to Tanzania for the third time and announced the Abbott Fund’s future plans to modernize the 23 regional laboratories across Tanzania. By the end of 2007, the Abbott Fund had invested more than $50 million in Tanzania alone, strengthening and modernizing the health care infrastructure and systems countrywide. The Abbott Fund planned to continue its support of numerous programs and organizations that were working to prevent mother-to-child transmission of HIV/AIDS and deliver effective care and treatment to HIV-infected patients. The Abbott Fund also supported programs that provided for the basic needs of orphans and vulnerable children in Tanzania and elsewhere in Africa and India.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"142 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133208004","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Healthreach and Habla (B)","authors":"P. Werhane, Jenny Mead","doi":"10.2139/ssrn.1417177","DOIUrl":"https://doi.org/10.2139/ssrn.1417177","url":null,"abstract":"In 2004, there were 50 million non-English speakers in the United States and an additional 22 million who had marginal English proficiency. Many had no health insurance or access to low-cost, affordable health care. This case describes the dilemma faced in 2004 by Jim Zimmerman, the executive director of the Illinois-based HealthReach clinic, which served the area’s uninsured poor, in deciding what initiatives to continue funding. One of these was Healthcare Access by Language Advocacy (HABLA), a medical interpretation program developed in 2001 to bridge the language gap between the volunteer medical staff and their Hispanic patients, many of whom spoke little or no English. This had proved an invaluable program, but Zimmerman’s funds were tight.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"35 1-2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123850072","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"General Motors (C): Mike Ross","authors":"Mark E. Haskins, J. Elmer","doi":"10.2139/ssrn.1417168","DOIUrl":"https://doi.org/10.2139/ssrn.1417168","url":null,"abstract":"This case provides a context for discussing a supplier's views regarding a possible GM PICOS team review of its operations. Instructors should consider two companion cases, \"General Motors (B): Ignacio Lopez\" (UVA-E-0088) and \"General Motors (D): The PICOS Team\" (UVA-E-0090).","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114474754","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Simpletel Dilemma","authors":"S. Venkataraman, P. Nair, Rajesh P. Narayanan","doi":"10.2139/ssrn.1417172","DOIUrl":"https://doi.org/10.2139/ssrn.1417172","url":null,"abstract":"Until recently, SimpleTel had been a star performer in the telecom industry, and the CEO had been a darling of the analyst community. Several years back, SimpleTel’s found itself in a situation where customers were migrating to smaller, local telecom providers to avoid the congestion on SimpleTel’s network. At that point, SimpleTel’s leadership had decided to invest heavily in expanding network capacity. But now the company was left with a huge amount of unutilized capacity. That, along with debt obligations related to the massive investments in capacity, and lack of demand was threatening to push SimpleTel to the verge of bankruptcy. The previously celebrated CEO had fallen out of favor and shareholders were baying for his blood. He was forced to make an unceremonious departure, and the search for a savior had begun. Today, the compensation committee was due to deliberate on the compensation package for SimpleTel’s new chief executive.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116598374","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Bhp Billiton and Mozal (B)","authors":"P. Werhane, Jenny Mead, L. Hartman","doi":"10.2139/ssrn.1417187","DOIUrl":"https://doi.org/10.2139/ssrn.1417187","url":null,"abstract":"BHP Billiton began construction of Phase 1 of the Mozal aluminum smelter in 1998. Because of the challenges that the community presented, BHP Billiton and its partners created the Mozal Community Development Trust (MCDT), which worked to improve the infrastructure, social services, and health care of the community. During the two construction phases, the project contributed more than USD160 million to the local economy, principally through the employment of Mozambican laborers and the use of local contractors and suppliers. The MCDT implemented malaria prevention and HIV/AIDS prevention program, made improvements to the health clinics and schools, instituted work force training and development, and supported small and medium enterprises. In addition, it initiated projects aimed at raising the level of education of the country’s engineers and technologists to international standards. In 2002, when both phases of the Mozal smelter were complete, the World Bank’s International Finance Committee (IFC) stated that Mozal had set a precedent for future projects in Mozambique. Mozal, said the IFC, \"illustrates the clear advantages of incorporating environmental and social issues early in a project, and reflects the approach and procedures IFC has been refining and putting in place to deal with environmental and social issues.\" For BHP Billiton, the Mozal experience demonstrated that, when establishing a major resource project, it made good business sense to invest not only in the venture but also in the host community.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"35 9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130781209","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"General Motors (a): Jack Smith","authors":"Mark E. Haskins, J. Elmer","doi":"10.2139/ssrn.1417167","DOIUrl":"https://doi.org/10.2139/ssrn.1417167","url":null,"abstract":"The basic issue is, What message(s) should Jack Smith deliver in his first press conference as CEO of GM? The case provides a context for identifying important stakeholders, determining/identifying the stakeholders' key concerns, and crafting a set of remarks for those stakeholders.","PeriodicalId":185314,"journal":{"name":"Darden Case: Ethics (Topic)","volume":"769 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132627537","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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