Darden Case Collection最新文献

{"title":"Becoming Ambicultural: A Guide for Managers and Organizations","authors":"Ming-Jer Chen","doi":"10.2139/ssrn.2975248","DOIUrl":"https://doi.org/10.2139/ssrn.2975248","url":null,"abstract":"Ambicultural organizations and executives go a step beyond simply embracing different thoughts and behaviors—they transcend divisions to integrate such “opposites” as competition and cooperation, East and West or Chinese and American business approaches and strategies. They combine the best of two or more entities—cultures, ideas, practices—while avoiding the shortcomings of each. \u0000Excerpt \u0000UVA-S-0253 \u0000Rev. Feb. 6, 2018 \u0000Becoming Ambicultural: \u0000A Guide for Managers and Organizations \u0000The world today is intricately interconnected—and more divided than ever. How can managers and companies navigate the complexities of business in this paradoxically globalized, yet fragmented world? \u0000My perspective on managing differs a bit from conventional methods. I view management through the lens of ambiculturalism. In my 2013 presidential address to the Academy of Management, I proposed that an ambicultural approach may be used successfully in business or any endeavor—our work, our career, our life. The essence of the idea is this: every incidence or observation that challenges assumptions or runs counter to intuition or long-held beliefs holds the seeds for new understanding and learning. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121364377","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":"Preference for Sequences: Rock Loud and Proud Music Set List","authors":"Manel Baucells, Gerry Yemen","doi":"10.2139/ssrn.2975192","DOIUrl":"https://doi.org/10.2139/ssrn.2975192","url":null,"abstract":"Numerous situations require sequencing objects. Several factors can be taken into account, such as creating contrast, avoiding satiation, satisfying impatience, or managing anticipation and recall. In this case, the music director of a rock and roll band uses sequencing to order a band's set list for an upcoming concert. Although the lead singer has chosen 15 songs the music director wants to use her expertise in understanding what factors in a sequence contributed to overall audience satisfaction. Students will be asked to examine the case data and rearrange the set list. \u0000Excerpt \u0000UVA-QA-0856 \u0000Rev. Jul. 19, 2017 \u0000Preference for Sequences: Rock Loud and Proud Music Set List \u0000As the music director for the band Rock Loud and Proud (RL&P), Sofia Ortega played many roles working with event promotors, booking agencies, and band members to ensure things ran smoothly. Among the tasks she most enjoyed was putting together the band's set list, and she had years of experience honing the list of songs the band played at each venue. But the lead singer and founding band member insisted on managing the set list. While understandable that those playing the music would want to shape the set list, there were considerations beyond personal favorites and a desire to play some new materials that went into the task. The process Ortega and the band had worked out was that the lead singer would develop a list of 30 songs, and then Ortega would decide the final set list of 15 songs using her expertise around the order they should be played. \u0000Ortega had just been handed the potential set list for the Chicago stop of the 2016, 28-city tour. It was up to her to whittle the list down and decide on the order of the 15 songs. But this time there was a glitch in the process. The lead singer had already chosen the 15 songs and set the order! While she was okay with the 15 songs and decided not to make a big deal about the situation, Ortega would have to go back to the lead singer armed with rock-solid reasons for why she wanted to change the order of the songs on the set list. See Exhibit 1 for the set list in the order proposed by the lead singer. \u0000Rock Loud and Proud \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"100 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134572486","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":"Wells Fargo: Solar Energy for Los Angeles Branches (a)","authors":"Anton Ovchinnikov, Anastasiya Hvaleva","doi":"10.2139/ssrn.2975166","DOIUrl":"https://doi.org/10.2139/ssrn.2975166","url":null,"abstract":"In the first case of a two-part series, a strategic finance manager at Wells Fargo with experience installing solar panel systems on bank branches crunches the numbers for a similar project in the Los Angeles area given the uncertain future of a government rebate. \u0000Excerpt \u0000UVA-QA-0800 \u0000Rev. Nov. 1, 2016 \u0000Wells Fargo: Solar Energy for Los Angeles Branches (A) \u0000In August 2011, Sheri Lucas, vice president and strategic finance manager at Wells Fargo & Company (Wells Fargo), needed to decide whether to install solar panels at three branches in the Los Angeles area. She had led a similar installation project in Denver, but the current decision was made more difficult by the uncertain future of a government rebate. \u0000Background \u0000In February 2010, under Lucas's leadership and as a kickoff to the Wells Fargo–Wachovia merger, Wells Fargo installed solar (photovoltaic, or PV) systems at 10 Denver metro branches, the company's first such use of solar energy. The initiative was successful both in economic terms—the panels supplied about 20% of the branches' electricity—and public relations terms, earning Lucas (then Sheri Elbert) a full page in Wells Fargo's annual report. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115758272","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":"Emerson Process Management: Metran Acquisition","authors":"G. Fairchild, Shahir Kassam-Adams","doi":"10.2139/ssrn.2975247","DOIUrl":"https://doi.org/10.2139/ssrn.2975247","url":null,"abstract":"This case is used in Darden's first-year strategy course and is appropriate for MBA, Executive MBA, GEMBA, and executive education programs. The president of a key division of Emerson, a well-known diversified global manufacturing company, and his team address important questions about expanding into Russia through the acquisition of a relatively small company that has a strong local brand. How should a successful firm evaluate and enter new markets that are experiencing political and economic uncertainty? \u0000Excerpt \u0000UVA-S-0252 \u0000Rev. Jun. 8, 2016 \u0000Emerson Process Management: Metran Acquisition \u0000Steve Sonnenberg looked up from the Metran acquisition review report he was reading to gaze out at the Russian midwinter landscape just as the wheels on the Soviet-era Aeroflot Ilyushin II-62 on which he was a passenger touched down unsteadily on the Chelyabinsk airport runway. It was January 2004, and Sonnenberg and his team were in Chelyabinsk to assess the prospect of acquiring Metran Industrial Group for the Emerson Electric Co. (Emerson) Process Management (Emerson Process Management) business platform. As president of Rosemount Inc., Emerson Process Management's flagship company, Sonnenberg was leading Emerson's effort to expand into Russia. Sonnenberg recalled: \u0000Russia was an important emerging market. With one of the largest oil and gas reserves in the world, it represented a great opportunity to expand our process automation and control systems business. But in 2004, there were a lot of question marks around owning a company in Russia, as well as around Metran itself. Five years earlier, we had considered investing in Metran and decided against it. As we prepared for the Chelyabinsk visit that winter, we asked ourselves—had enough changed at Metran for us to jump in now? \u0000Sonnenberg was confident in his team's capabilities and encouraged by the warm reception the team had received during a recent visit to Metran. Nevertheless, many vexing questions remained: Was the time right for Emerson to expand its presence in Russia? If so, should the Metran acquisition drive that expansion? If the acquisition moved forward, what would be the best price and structure for the deal? Finally, how might Metran combine with the Emerson Process Management business in Russia so that the best qualities of both companies were retained? That is, how could Emerson maintain the quality and reliability of its Emerson Process Management brand while taking advantage of Metran's reputation for responsive, locally focused client relationships? Sonnenberg realized that these questions, and many others, would have to be answered by the next month, when David Farr, Emerson's corporate CEO, was coming to visit Chelyabinsk. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116059177","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":"Competitor Acumen: The Heart of Competitor Analysis","authors":"Ming-Jer Chen, Mary Summers Whittle","doi":"10.2139/ssrn.2975253","DOIUrl":"https://doi.org/10.2139/ssrn.2975253","url":null,"abstract":"This technical notes answers the questions: What does the competitive landscape look like to a given competitor? Which firms does the competitor regard as its chief rivals? Critically, what actions is the competitor likely to take? \u0000Excerpt \u0000UVA-S-0293 \u0000Apr. 10, 2017 \u0000Competitor Acumen: The Heart of Competitor Analysis \u0000If you know your opponent and know yourself, you will be undefeated in 100 wars. \u0000—Sun Tzu, The Art of War \u0000What does the competitive landscape look like to a given competitor? Which firms does the competitor regard as its chief rivals? Critically, what actions is the competitor likely to take? \u0000The concept of competitor acumen holds the key to answering such questions. More than the ability to simply identify or “size up” a rival, and beyond having keen insight into a rival's capabilities, competitor acumen means stepping out of your own shoes, stepping into a rival's shoes, and seeing the competitive landscape as your rival sees it. \u0000It's All About the Acumen \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121701706","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":"Rocky Shore Golf Links: Douglas Peterson (Abridged)","authors":"Sherwood C. Frey, Lucien L. Bass, Mark A. Dausen","doi":"10.2139/ssrn.2975158","DOIUrl":"https://doi.org/10.2139/ssrn.2975158","url":null,"abstract":"This abridged version of \"Rocky Shore Golf Links: Douglas Peterson\" (UVA-QA-0687) retains the essential elements of the full case but reduces the detail of the golf course and the usage of golf jargon. It is a negotiation case and is meant to be paired with \"Rocky Shore Golf Links: Donald Andrews (Abridged)\" (UVA-QA-0790). For Douglas Peterson and his two 10-year-old golf partners, it had been a memorable round at a world-class course with a caddie who contributed greatly to their enjoyment. For caddie Donald Andrews, the round was among the most challenging, physically and mentally, in which he had participated. As the group walked up the 18th fairway, Peterson reflected on the size of an appropriate tip for the caddie while Andrews wondered how he might influence the size of the tip. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0791 \u0000 \u0000May 18, 2012 \u0000 \u0000Rocky Shore Golf Links: Douglas Peterson (Abridged) \u0000 \u0000The phone call from Douglas Peterson's son, Charlie, was both pleasant and unsettling—pleasant because Charlie had been away for 10 days at golf camp and it was good to hear that he was having a “fabulous” time; unsettling because Charlie had assured a new friend at camp that his dad could arrange a round of golf at Rocky Shore Golf Links. Rocky Shore was an internationally acclaimed course for which tee times had to be set up months in advance. Realizing that such complications would never occur to a 10-year-old and curious about how Charlie's game had improved as a result of camp, Peterson called Trevor Grande, a good friend and the co-owner of Rocky Shore, to see what he could arrange. \u0000 \u0000Douglas Peterson \u0000 \u0000Douglas Peterson had been a personal financial adviser for over 20 years. As his client list had become laden with high-wealth clients, his personal income had soared. His career had begun on Wall Street and after making a name for himself, he had decided to move to San Francisco, California, to raise a family in a slightly less frenetic setting than New York City. Peterson had ultimately taken a senior partner position with a well-known international brokerage house. As Peterson took greater control of his personal schedule, he had the time to work on his golf game—playing as much as possible within the constraints of both profession and family. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114316761","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":"Lay's Potato Chips: The Crunch is on (a)","authors":"Jared D. Harris, Gerry Yemen, A. Lozano","doi":"10.2139/ssrn.2975224","DOIUrl":"https://doi.org/10.2139/ssrn.2975224","url":null,"abstract":"Snack-food customers claim they want to eat healthier snacks and lose weight, but snacks marketed as nutrition-wise don't sell as well as traditional salty snacks, such as the iconic Lay's brand of potato chips. Al Carey, CEO of Frito-Lay North America, needs to come up with a strategy to connect with the health-minded customer in a shifting market without compromising the products that built the company. Part A of this two-part case maps out an industry in flux. \u0000Excerpt \u0000UVA-S-0200 \u0000Rev. Dec. 11, 2013 \u0000LAY'S POTATO CHIPS: THE CRUNCH IS ON (A) \u0000Looking at a recent trade publication article describing his company's supply chain of all-natural ingredients, Al Carey, CEO of Frito-Lay North America (Frito-Lay), thought, “All that and a bag of chips doesn't change our numbers.” Things were going on in the marketplace: One of Carey's core top brands, Lay's potato chips, was suffring, and the lingering effects of the 2008 economic crisis had consumers tightening their purse strings at grocery stores and squeezing businesses' bottom lines. \u0000American families had been loyally crunching on Lay's potato chips since 1932. Over the years, fad diets and healthy-living binges had occasionally resulted in dips in demand for the chips, but Carey was concerned that the current trend in the marketplace was more than a “vogue.” This consumer behavior felt different. Since 2009, Frito-Lay had made several efforts to reposition its line of potato chips, including its “Happiness is Simple” and “Lay's Local” marketing campaigns. Both promotions got the word out about what Lay's potato chips had always been: simply made, from three natural ingredients bought from producers close to home. That same year, Lay's introduced versions of some of its chips with 50% less salt, and product development teams started experimenting with designer sodium recipes and capabilities. \u0000Without a doubt, the industry was changing, and Lay's had to understand who and what was shifting to determine how to respond in the long term. To expand growth in the market again, the snack food giant needed to strategize to connect with consumers. Indeed, Indra Nooyi, CEO of PepsiCo, had made it clear she believed the nutrition-wise market should be front and center. But customers were sending mixed messages. They claimed they wanted to eat healthier snacks and lose weight, yet Lay's “Smart Spot” products didn't sell as well as its core chip products. Carey and his leadership team had to think about a sustainable model. Was making the billion-dollar brand healthier the right move? Would reducing or removing the amount of salt in Lay's chips—indeed, in all Lay's snack products—be appropriate? Was that what consumers were looking for from their salty snacks? Or would changing the recipe of the great all-American chip cost the company customers? \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134100577","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":"Pacem: Kennedy Brooks","authors":"Sherwood C. Frey, Lucien L. Bass, M. Grant","doi":"10.2139/ssrn.2975167","DOIUrl":"https://doi.org/10.2139/ssrn.2975167","url":null,"abstract":"This two-part negotiation exercise is used in Negotiations electives at both the Darden School of Business and the McIntire School of Commerce. Together, the cases provide the background for a scorable, bilateral, multi-issue negotiation in which there are congruent, distributive, and integrative issues. People and Congregations Engaged in Ministry (PACEM) was a nonprofit organization committed to helping homeless adults in the Charlottesville, Virginia, community find shelter during the cold months. Reliant upon volunteers, PACEM had partnered for the previous five years with Madison House, a nonprofit organization run by students at the University of Virginia that coordinated student volunteers, developed student leaders, and built community partnerships. In preparation for the return of Madison House volunteers to PACEM, Kennedy Brooks, PACEM's executive director and community partner, was going to meet with Riley Carter, Madison House's newly appointed program director, to develop and sign the Community Partner Agreement, which detailed the volunteer experience and logistics for the upcoming school year. Brooks and Carter also had to agree on training and communication procedures for the year, which had historically included mandatory training at Madison House and weekly site e-mail updates. All aspects of the volunteer experience were subject to change each year, and Carter had expressed an interest in making a few changes, but Brooks believed the current structure was ideal. How would the discussion go, and what would the outcomes be? \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0802 \u0000 \u0000Rev. Jul. 30, 2014 \u0000 \u0000PACEM: KENNEDY BROOKS \u0000 \u0000Kennedy Brooks, executive director and community partner of People and Congregations Engaged in Ministry (PACEM), was looking forward to the return of Madison House volunteers. Brooks believed the current structure of the volunteer experience was ideal and was confident that the meeting with Riley Carter, the new program director from Madison House, would solidify that sentiment. Reflecting with a smile on the five-year partnership between Madison House and PACEM, Brooks prepared for a quick meeting with Carter by reviewing an e-mail Carter had sent the previous week (Exhibit 1). \u0000 \u0000PACEM \u0000 \u0000PACEM was a nonprofit organization committed to helping homeless adults in the Charlottesville, Virginia, community find shelter during the cold months (October through March). PACEM opened its doors in 2004 and had given or coordinated over 43,000 nights of shelter to homeless adults within the community. PACEM's mission was to engage the community of the greater Charlottesville area in providing shelter, compassionate support, and access to services for homeless people. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129317028","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 Coronet—Leslie Forsyte","authors":"Sherwood C. Frey, M. Colebank, P. Bacon","doi":"10.2139/ssrn.2975134","DOIUrl":"https://doi.org/10.2139/ssrn.2975134","url":null,"abstract":"This case and its companion, \"The Coronet—Cameron Baker\" (UVA-QA-0763), are intended for undergraduate, executive education, and MBA audiences. They were written for a \"Bargaining and Negotiating\" elective. This case is from the perspective of Leslie Forsyte, the founder of a vintage car restoration company. Forsyte's current project—the restoration of a 1970 Dodge Super Bee—only requires doors in order to be completed. After months of searching, Forsyte has finally found an ad for a 1970 Dodge Coronet, a car possessing doors that match the Super Bee's. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0764 \u0000 \u0000Rev. Apr. 27, 2012 \u0000 \u0000The Coronet—Leslie Forsyte \u0000 \u0000As the founder of Vintage Motor Car Ltd. (VMC), Leslie Forsyte had over the past decade built a thriving business in rebuilding vintage automobiles and motorcycles. VMC had earned a national reputation for expertise in restoring 1970s-era high-performance American “muscle” cars. A current project was the restoration of one of the most unusual cars of the 70s: a 1970 Dodge Super Bee with a powerful “hemi” engine. Fully restored, this car would easily bring $ 110,000 at one of the annual specialty car auctions, such as Barrett-Jackson or Pebble Beach Automotive Week. \u0000 \u0000VMC had all the original body parts for the Super Bee except the two front doors with window glass. For six months, VMC had been searching unsuccessfully for reasonably priced original equipment manufacturer (OEM) doors. It seemed as if they didn't exist. As the project dragged on, the client had become increasingly anxious because she wanted to show the car at the Amelia Island Concours d'Elegance car show next month. Reproduction doors and windows were available at a cost of $ 3,500. Because they were not OEM, however, they would most likely devalue the car by at least $ 10,000. So far, the client had not been open to accepting reproduction doors. Coronets in very good condition were occasionally listed from $ 5,000 to $ 8,000 on classic-car websites. At the moment, there was one available for $ 7,250. Forsyte hated the thought of buying the whole car just to get the doors, and transporting it from several states away would be expensive. VMC had $ 15,000 invested in the project, not to mention its reputation and a prestigious client on the line. The Super Bee project had to be completed in the weeks ahead, and the doors were the only impediment. \u0000 \u0000Although the Super Bee had the same body panels as a Dodge Charger, Plymouth Road Runner, and Dodge Coronet, months of reading nationally published classic-car classified ads, checking local auto classifieds online, and scouring the newspapers from all over the state had not produced any doors that matched the Super Bee's. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123024465","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":"Fair Play at Chisholm University","authors":"Y. Grushka-Cockayne, Jared D. Harris, Jenny Mead, Meera Shankar, J. Adams","doi":"10.2139/ssrn.2975156","DOIUrl":"https://doi.org/10.2139/ssrn.2975156","url":null,"abstract":"Chisholm University's new athletics director must reallocate the athletics budget in its entirety, balancing legal obligations with broader educational and financial goals. A committee appointed to work on this issue had failed to reach consensus due to disagreements about how to comply with Title IX, the law mandating gender parity in all educational offerings, including athletics. The athletics director has the facts organized into an optimization problem so she can systematically balance the tradeoffs and manage system demands or constraints. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0789 \u0000 \u0000Aug. 23, 2012 \u0000 \u0000FAIR PLAY AT CHISHOLM UNIVERSITY \u0000 \u0000In October 2011, a few weeks into her tenure as Chisholm University's new athletic director (AD), Juliet Burke received an e-mail from Charles Widmore, the university president. Burke was to determine a new direction for the department and to reallocate the athletics budget in its entirety. Widmore presented Burke with one clear objective: in optimizing the budget, to balance legal obligations with broader educational and financial goals. \u0000 \u0000Each program came with its own mix of revenue-generating opportunities and associated costs. The potential for discord was heightened, however, by the issue of gender parity—commonly referred to by the relevant passage of the Equal Opportunity in Education Act of 1972: Title IX. Since her own days as a student-athlete 20 years prior, Burke had been well aware of the conflicting opinions on gender issues in athletics, but she was surprised that the issue remained controversial, as Widmore's e-mail made clear. \u0000 \u0000Because of conflicting views about compliance requirements, a committee appointed to work on this issue had failed to reach consensus on whether funding changes were indicated. Some members argued that, given current economic conditions, income provided by men's athletic events—football in particular—was the top priority, that at best Title IX was an unfortunate constraint and at worst an unfunded mandate for marginal women's programs. Other members urged that the cart must not come before the horse, that educational goals and the school's long-standing spirit of gender equity should drive decisions more than lucrative programs or wealthy alumni. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114874713","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}