Apply for the oikos Warsaw PhD seminar

The oikos PhD Seminar is a 2-day event by oikos Warsaw dedicated to “Energy and Environmental Economics”. It provides a platform to present ongoing PhD research, get feedback from fellow PhD students as well as faculty, and to promote links on the topic among PhD students from various countries.  Selected contributions will be considered for publishing. The project will take place from 12-13 September 2013 in Warsaw. More

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posted June 30, 2013

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Ziqitza Health Care Limited: Responding to Corruption

Case Abstract

Ziqitza Health Care Limited (ZHL) is an Emergency Medical Services company founded by five social entrepreneurs in India in 2002, which by 2012 operated 860 ambulances across five states. The case is focused on bribery, a problem in many parts of the world, but especially in India. It is highly topical given recent anti-corruption protests in India. It is also unusual (if not unique) because it was developed with the company’s participation (a taboo subject, bribery cases are typically “arm-chaired” or based on secondary sources). It provides not only a rich description as a basis for discussion of this difficult managerial issue—including how such solicitations typically arise—but also highlights the opportunities for organizations looking to respond appropriately and effectively to bribery requests.
The story is told from the point of view of CEO and co-founder Sweta Mangal, who must decide how to respond to a government official who demands that ZHL bribe him to release payment for ambulance services it has rendered. She is confronted by a new employee, arguing that the bribe is necessary to make payroll and maintain its ambulances. Given the liquidity crisis at ZHL caused by the payment delay, the only alternative is to take out a loan at a high rate of interest, which will eat into profits and may not be financially sustainable long-term.
ZHL’s founders embrace Gandhi’s philosophy: “Be the change you wish to see in the world.” They have pledged to operate with complete transparency and never pay bribes in business transactions. As Mangal explains to the employee, their commitment to these principles is absolute – part of ZHL’s DNA. Students can debate whether Mangal’s determination not to pay is the right decision as well as discuss how best it can be implemented. Some will argue that ZHL should make the payment – and could potentially save more lives by so doing.
The case offers context: India ranks 95th on Transparency International’s Corruption Perceptions Index. Bribery is commonplace, viewed as an expected cost of doing business. Refusing to bribe the official is a daunting proposition, particularly if done publicly. That said, ZHL has not only grown rapidly but has attracted the Acumen Fund, an “ethical” investor from abroad. Moreover, Indian society appears to be evolving, spawning an anti-corruption movement. These key contextual factors inform the arguments for and against ZHL’s ethical business philosophy.

Authors: N.Craig Smith and Robert J. Crawford
Institution: INSEAD, France
Competition Year2013
Place3rd place
TrackSocial Entrepreneurship
Key WordsBribery; Corruption; Social Entrepreneurship; Social Enterprise; India
CoursesManaging the Social Enterprise; Social Entrepreneurship; Business Ethics
Target AudienceMBAs; Executives; Undergraduate (Upper Level) Business Students
Permission RightsThis case (including a teaching note) is available for purchase from the Case Centre
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posted June 30, 2013

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Modernizing Dharavi: If you build, will they come?

Case Abstract

This case presents the uncertainty regarding the future of the Dharavi slum redevelopment project in Mumbai, India. Many of the earlier redevelopment plans were unable to make significant improvements in the lives of these slum dwellers. The current redevelopment plan reflects the vision of the Prime Minister of India, Dr. Manmohan Singh, in “transforming Mumbai as a world class city with a vibrant economy and globally comparable quality of life for its citizens”. The project consultant, Mr. Mukesh Mehta, has developed a sustainable, eco-friendly master plan, called Dharavi Redevelopment Project (DRP). His past expertise in real-estate development in the USA inspired him to improve the living conditions of the slum dwellers, and at the same time, integrate their lives with the mainstream society of Mumbai. However, a long time has passed since Mr. Mehta first presented his redevelopment plan. He has faced many hurdles from governmental and non-governmental organizations throughout the process. The biggest obstacle to his dream project has been presented by the Dharavi slum dwellers, and their representative, Mr. Jockin Arputham, the director of National Slum Dwellers Association. In a democratic country like India, Mr. Mehta needs their full support of all stakeholders to get this project started. What should he do to convince the slum dwellers that his dream is their dream too?

Authors: Abhijit Roy, Mousumi Roy
Institution: Kania School of Management, University of Scranton, USA
Competition Year2013
PlaceFinalist
TrackCorporate Sustainability
Key WordsRedevelopment of a Slum, BoP Market, Corporate and Governmental Sustainability Initiatives,
Change Management, Not-for-Profit and Non-Governmental Organizations
CoursesGlobal Management or Global Marketing, Organizational, Social Responsibility, Strategic Management
Target AudienceMBA, BS Business (Seniors)
Permission RightsPlease contact Abhijit Roy for permission rights
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posted June 30, 2013

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Madécasse: Competing with a 4x Fairtrade Business Model

Case Abstract

Brett Beach and Tim McCollum, co-founders of Madécasse, spent two years as Peace Corps volunteers in Madagascar. During that time, they fell in love with the country and its people. Recognizing the need of the Malagasy for stable jobs and fair wages and the connection between poverty and environmental destruction, Brett and Tim discussed possibilities for a social enterprise in the country.

Madagascar presents a beautiful yet challenging place to operate a business. It has a wide range of flora and fauna, approximately 70% of which are found nowhere else on Earth and it produces coffee, vanilla, sugar, cotton, pepper, cinnamon, chili, cloves and high quality cocoa. However, it is also one of the least developed countries in the world. Seventy percent of the population is rural and 90% live on less than $2 a day.

Madécasse, with its headquarters in Brooklyn, New York, partners with farmer cooperatives and a chocolate factory in Madagascar to make single-origin, tree-to-bar chocolates for sale in high-end groceries and chocolate boutiques internationally. The Madécasse model maximizes the amount of value added to the final product in Madagascar. It includes strong relationships with the cocoa farmers, partnership with a chocolate factory, sourcing ingredients and packaging from around Madagascar, and exporting the final, fully packaged products. It is through this holistic approach that Brett and Tim created a business model that offers more than four times the social and economic benefit to Madagascar when compared to the standard FairTrade model.

Madécasse competes with other specialty brands and numerous conventional brands. In order to catch consumers’ attention, the founders obtained “Fair For Life” and Organic certifications. However, Madécasse is not unique in differentiating based on single origin, certified specialty chocolate. Survival depends on Madécasse’s ability to leverage its “4 X” impact.

The case study asks students to look thoroughly at the value chain in Madagascar, understand Madécasse’s operations and the local impacts, and the methods used to communicate to final consumers. Students are challenged with fully comprehending the value proposition of Madécasse and how it can be aligned with and communicated to current and emerging customer needs.

Authors: Scott Marshall, Darrell Brown, Bex Sakarias, Min Cai
Institution: Portland State University, USA
Competition Year2013
Place1st place
TrackSocial Entrepreneurship
Key WordsSocial Enterprise, Social Impact, Chocolate, Marketing, Operations Management, Madagascar
CoursesMarketing, Operations Management, Supply Chain Management, Social Entrepreneurship, International Business
Target AudienceAdvanced Undergraduate Business Students and Graduate Business Students
Permission RightsCopies of this case are available from Portland State University Library
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posted June 30, 2013

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Husk Power Systems: Lighting up the Indian Rural Lives

Case Abstract

Even in 2012, lack of electricity is a major issue in the Indian hinterlands. Many remote villages were not electrified and even those that were, have power supply for just a few hours in a month. This problem was acute in the state of Bihar in North India. Gyanesh Pandey, who grew up in Bihar experiencing the shortage of electricity, came up with a unique model to generate and distribute power to the poor who lived in the remote parts of India by using an indigenously developed modified gasifier system that runs on rice husk. The enterprise, Husk Power Systems (HPS), won many awards for its innovative business plan, social entrepreneurship, and for producing clean energy.

This unique and sustainable venture, made positive impact on the society, by improving the lives of individuals, by providing them continuous power supply at comparatively low prices. It had a positive impact on the environment too. Despite low pricing, HPS achieved a healthy profit margin which not only helped it to sustain itself but also helped it to replicate the model to grow rapidly. By mid-2011, HPS had impacted the lives of 200,000 people living in more than 325 villages and hamlets by installing more than 80 power plants. HPS planned to expand its reach to 6,500 villages by increasing the number of plants to 2014 by the year 2014. This would not only create 7,000 local jobs but would also help reduce CO2 emissions by 750,000 tons and US$ 50 million in cash for more than 5 million people.

Authors: Manish Agarwal, D. Satish
Institution: IBS, Hyderabad, India
Competition Year2013
Place2nd place
TrackSocial Entrepreneurship
Key WordsElectricity, India, Problem, Sustainable Energy, Non-Conventional System, Gasifier System, HPS University, Electricity Generation, Electricity Distribution, Business Model, Husk Power System, Kerosene, Employment, Ashden Award
CoursesBusiness Ethics, Rural Marketing, Social Entrepreneurship
Target AudienceMBA, MS
Permission RightsPlease contact Manish Agarwal for permission rights
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posted June 30, 2013

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“Protecting Our Oceans”: Sustainability at Holland America Lines

Case Abstract

This is a case about the threats to the world’s oceans seen through the lens of the $30 billion per year cruise line industry. There is a focus on Holland America Lines (HAL) as a sustainability leader in the industry. HAL has implemented a number of beyond compliance and efficiency initiatives and is ISO 14001 certified. The cruise line industry, and the maritime industry in general, have significant impacts on the oceans through their emissions, discharges and shore practices. These impacts are not necessarily the primary stresses on our oceans, so the case provides a broad perspective on the threats to the oceans and the associated regulatory environment.

The case explores Holland America’s initiatives relating to discharges to water, hazardous waste, supply chain issues, social sustainability issues and emissions to air. Emissions to air, including CO2, SOX and NOX and Particulate Matter (PM) are a particularly difficult issue for the 350 cruise ships and 50,000 merchant ships plying the oceans. Holland America Lines primary strategy for reducing their emissions to air was to increase fuel efficiency. Both the ship’s propulsion and all on-board equipment rely on the ships engines. Their fuel conservation initiatives were very successful. HAL committed to reduce its fuel use (on a per passenger berth – per nautical mile traveled basis), and thus it’s associated carbon emission intensity, by 20% between 2005 and 2015. They achieved this goal by 2011.

The case also looks at the idea of HAL installing wind turbines on the decks of their ships in order to achieve a small reduction in fuel use through the generation of electricity. Bill Morani, V.P. Safety & Environmental Management Systems, is asked to determine whether HAL should reconsider this idea even though it had initially been assigned a low priority. HAL had a very proactive Fuel Conservation Committee (FCC), and the case describes the workings of the committee. While the wind turbine initiative had a very low priority in the FCC rating system, it provides a perspective on the fuel conservation approach and offers a look at an interesting alternative energy initiative. Furthermore, Bill Morani is in the process of identifying long-term sustainability priorities for HAL, and the case provides sufficient information for students to reach their own conclusions regarding those priorities.

Authors: Murray Silverman
Institution: San Francisco State University, USA
Competition Year2013
Place3rd place
TrackCorporate Sustainability
Key WordsPollution Prevention, Voluntary Initiatives, Regulatory Environment, Ocean Ecology
CoursesSustainability, Business & Society, Strategic Management
Target AudienceMBA (primary) undergraduate (secondary)
Permission RightsPlease contact Murray Silverman for permission rights.
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Florida Ice & Farm: Sustainability Champion from an Emerging Economy

Case Abstract

This case describes how Florida Ice & Farm (FIFCO), Costa Rica’s leading beverage company, develops and implements a triple bottom line strategy that addresses not only its financial returns but also its social and environmental performance. This initiative was adopted during the financial crisis, severely testing FIFCO’s commitment to sustainability.

The case opens in 2003 as a new CEO, Ramon Mendiola, initiates radical changes to bring FIFCO’s productivity into line with the world industry leaders. In the first phase (2004-2006), he focuses on operational excellence, increasing efficiency and improving financial returns. In the second phase, he challenges the company to double sales and earnings in two years, which is achieved through a combination of internal growth and new acquisitions in foods and beverages. Having achieved this goal, Ramón presents a new challenge to his executive team: the “triple bottom line” strategy. No sooner is the strategy launched than the company is hit by the world recession and the abrupt passing of a draconian traffic law.

The case describes the dilemma facing the CEO in early 2009, the decision to reaffirm the triple bottom line strategy, and the implementation of that strategy through a “sustainability balanced scorecard.” Of the 12 objectives set by the executive team in consultation with stakeholders, the case focuses on three: changing the culture of alcohol consumption in Costa Rica; becoming “water- neutral” in 2014; and promoting employees’ voluntary work through a menu of community service options. As a result of its accomplishments, FIFCO is identified by the World Economic Forum and the Boston Consulting Group as among the top 16 out of a thousand companies in emerging nations having innovative sustainable business practices, and is awarded the title of “sustainability champion.”

The issue facing Ramon Mendiola at the end of the case is what should be the next challenge for the company. He could continue to consolidate the triple bottom line within FIFCO, or he could spread the philosophy to his business partners. The case presents several alternatives. The company could work with long-time suppliers to reduce their environmental footprints or it could focus on distributors and retailers to promote recycling or volunteerism.

Authors: John Ickis, Ximena Garcia, Andrea Prado
Institution: INCAE Business School, Costa Rica
Competition Year2013
Place1st place
TrackCorporate Sustainability
Key WordsBeer Industry, Latin America, Sustainability, Triple Bottom Line, Corporate Social Responsibility, Balanced Scorecard, Water Neutrality, Volunteerism.
CoursesOrganizational Change, Corporate Social Responsibility, Sustainable Development, Leadership
Target AudienceUndergraduate, MBA, Executive MBA
Permission RightsThe case is available at the INCAE Business School website and included in the oikos Case Collection. For permission rights please contact library@incae.edu and request case code 30794.
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Chipotle Mexican Grill, Inc.: Food with Integrity

Case Abstract

Chipotle Mexican Grill, Inc. (CMG) was a Denver, Colorado-based chain that competed in the fast casual segment of the restaurant industry. The chain offered a range of Mexican food items in its 1,316 restaurants, which were predominantly in the United States. Founder and current co-CEO, Steve Ells had emphasized not only good tasting food but also a commitment to sustainability early on in the company’s history. The chain’s mission was “Food with Integrity,” which captured its commitment to both the environment and people. CMG positioned itself as a differentiator, using both food quality and a commitment to sustainability as factors that isolated the company from its competitors. However, in 2012 the company faced a number of challenges. A competitor from a different segment of the restaurant industry, Taco Bell, had launched a new line of menu items aimed directly at CMG. In addition, food costs were increasing and CMG was hard pressed to both control input costs and find suppliers who adhered to the company’s sustainability-based sourcing policy. In the most recent quarterly report, the company had indicated a slowing down of same-store sales. A hedge fund investor had recently called for shorting the company’s stock because of the impending problems. CMG’s two co-CEOs, Ells and Montgomery F. Moran, had to decide on the best course to confront these challenges in the backdrop of a free-fall in the company’s stock price.

Authors: Ram Subramanian
Institution: Montclair State University, USA
Competition Year2013
Place2nd place
TrackCorporate Sustainability
Key WordsSustainable Sourcing, Differentiation, Competition
CoursesStrategic Management
Target AudienceUndergraduates, MBA Students
Permission RightsCopies of this case are available for purchase from Ivey Publishing
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posted June 30, 2013

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Embedding Sustainability At Novo Nordisk: The Compassion Vs Competitiveness Dilemma

Case Abstract

This case is about Novo Nordisk, one of the leading global healthcare companies. Novo Nordisk started to focus on sustainability when its predecessor Novo faced criticism regarding its business practices in the late 1960s. A pioneer in sustainability reporting, the company introduced several sustainability related initiatives like the Novo Nordisk Way of Management and the Triple Bottom Line philosophy. A new sustainability strategy was developed for Novo Nordisk in the year 2000 which put global health at the center of its sustainability initiatives. These initiatives led to the integration of sustainable development with the company’s business strategy. Novo Nordisk also put a lot of focus on reducing the impact of its business operations on the environment. It initiated a new innovative partnership model to reduce its CO2 emissions and this was followed by many other companies in the world.

Novo Nordisk started selling some of its insulin products at a subsidized price in some of the poorest countries in the world. But the senior management of the company was often faced with the compassion vs competitiveness dilemma. In the year 2010, it temporarily stopped the sale of its drugs in Greece when the government asked for a 25 percent reduction in the prices of all the medicines sold. The withdrawal affected nearly 50,000 people who were using its products there. Patients, the Greece government, and NGOs accused Novo Nordisk of putting profits before its responsibility toward society. The challenge before the senior management at Novo Nordisk was to strike the right balance between business and global health.

This case has been written to facilitate classroom discussions for MBA/MS-level students as part of the Corporate Social Responsibility/Business Ethics curriculum. The case primarily focuses on sustainable development — the challenges faced by companies in their growth and how they strive to overcome those challenges. It covers the different issues related to corporate social responsibility, linking sustainable development to business strategy, areas to be focused on in achieving sustainable development, etc. This case will help students to: 1) Understand the main issues related to corporate social responsibility and sustainability and the various challenges faced by organizations regarding the impact of their operations on the society and environment; 2) Appreciate the importance of integrating sustainable development practices of a firm with its business strategy; 3) Understand a key contemporary issue facing healthcare companies – the compassion vs competitiveness dilemma; 4) Explore ways in which Novo Nordisk can strike the right balance between its business and global health.

Authors: Debapratim Purkayastha, Adapa Srinivasa Rao
Institution: IBS Hyderabad, India
Competition Year2013
PlaceFinalist
TrackCorporate Sustainability
Key WordsSustainability; Sustainable Development; Embedding Sustainability; Governance Mechanisms; Novo Nordisk Way of Management; Triple Bottom Line Philosophy; Corporate Social Responsibility; Sustainable Pricing; Stakeholder Tension, Sustainability Reporting; Balance Scorecard; Global Health; Healthcare; Greek Healthcare Dilemma.
Target AudienceMBA
Permission RightsThis case is available for purchase from the Case Centre
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posted June 30, 2013

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All Good Bananas. Selling the Fair Trade Message

Case Abstract

In June 2012, serial ecopreneur, Chris Morrison, was wondering just how many All Good Bananas he could sell into banana-hungry New Zealand. From trials bringing Fairtrade bananas to New Zealand in 2008, All Good Bananas had grown to take 5% of the market share in a fiercely competitive industry dominated by large multi-national corporations with a legacy of poor environmental and social practices in the countries where the bananas were grown. All Good Bananas sold Fairtrade accredited bananas into one of the country’s two major supermarket chains and to independent stores. It used guerilla marketing and social media to spread the Fairtrade message. Chris Morrison and the other two owners saw potential in bringing other Fairtrade products to the market under the All Good brand as well. Chris Morrison was aware that All Good Bananas had the first mover advantage in the New Zealand Fairtrade banana market and that its staff of five were adept users of social marketing – but with the introduction of Dole’s “ethical choice” bananas and with more and more corporations moving to social media to engage with the market, he knew price would be an important factor to reach the company’s goal to grow to a 10% market share.

AuthorsEva Collins, Kate Kearins, Helen Tregida, Steve Bowden
InstitutionsUniversity of Waikato and Auckland University of Technology, New Zealand
Competition Year2013
PlaceFinalist
TrackSocial Entrepreneurship
Key WordsSME, Eco-preneurship, Family Business, Eco‐products, Environmental Strategy, Green Products
CoursesStrategic Marketing, Strategy and Entrepreneurship, Business and Sustainability
Target AudienceAdvanced Undergraduate Students, Graduate students
Permission RightsPlease contact Eva Collins for permission rights.
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posted June 30, 2013

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