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• Foreword

• JonathanDoh(VillanovaUniversity,USA),TedLondon(UniversityofMichigan,

USA)andVasilia(Lea)Kilibarda(UniversityofMichigan,USA)–Building and

Scaling a Cross-Sector Partnership: Oxfam America & Swiss Re Empower

Farmers in Ethiopia

• LukVanWassenhove(INSEAD,France)andLeaStadtler(UniversityofGeneva,

Switzerland)–Corporate Social Engagement: How Aramex Crosses Boundaries

• AileenIonescu-Somers(IMD,Lausanne)–Transforming the Global Fishing

Industry: The Marine Stewardship Council at Full Sail?

• GabrielBergerandAdrianDarmohraj(UniversidaddeSanAndrés,Argentina)–

Gas Natural BAN’s Strategy for Low-Income Sectors

• Forthcomingcaseteachingeventsandothernews

• Howtosubscribe

Featured case writers and cases:

“permutation”:Attribution2.0Generic(CCBY2.0)

Issue7,Summer2012

Cross-Sector Partnerships

Case QuarterlyTeaching Cases in Action

oikos

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incomecommunitiesinArgentinaincollaborationwithFundaciónProViviendaSocial.

WehopethatyouwillenjoyreadingtheSummer2012issueandexploringexamplesandchallengesmanycross-sectorpartnershipsarefacing.Asusually,wewouldbeveryhappytoreceiveyourfeedback,includingsuggestionsfornewissues,sodosendusanemailtocase@oikosinternational.org.

Dear reader,

Foreword

JordiVivesGabrieloikosCaseQuarterlyEditor

ItisapleasureformetowelcomeyoutothefirstissueIamleadingaseditoroftheoikosCaseQuarterly.After7issuesofanexcellentjob,LiudmilaNazarkina’soikosPhDFellowshipcomestoanendasLiudmilaisstartingvisitingresearcherposition,first,atCSCP(Wuppertal,Germany)andthenattheUniversityofBath(UK).IwouldliketosincerelythankLiudmilaforherbrilliantjobdoneinthelastthreeyearsandwishherallthebestinherfutureendeavors.

Inthisissuewehavethenoveltytopresentanon-oikoscase:“TheGasNaturalBAN’sstrategyforLow-IncomeSectors”.ThishasbeentheresultoftheinitiationofourpartnershipwiththeSocialEnterpriseKnowledgeNetwork(SEKN)onthejointdistributionofourbestcases.

Ourfirstcase,authoredbyJonathanDoh,exploresthealliancebetweenOxfamAmericaandtheinsurancecompanySwissRe.Together,thesetwoactorstriedtoimplementthe“HornofAfricaRiskTransferforAdaptation”(HARITA),aninnovativemodeldesignedtohelppropelsomeofthepoorestfarmersinEthiopiaoutofpovertybyhelpingthemtocopewithclimate-relatedrisk.Thecaseconfrontsstudentswiththedilemmassuchaspartnershipswhentheyarerequiredtoscaleup.

ThelogisticsandfreightcompanyAramexistheprotagonistofthe

caseentitled“CorporateSocialEngagement:HowAramexCrossesBoundaries”.Inlinewithitssustainabilitystrategytosupportlocalcommunities,thecompanydevelopedahumanitarianreliefcampaigninGazatodistributedonatedproducts.Aramexsoonrealizedtheneedforapartnertodealwiththecomplexityofsuchendeavourinareassuchascommunications,volunteermanagementanddonations.

Thethirdcasepresentedinthisissueisentitled“TransformingtheGlobalFishingIndustry:TheMarineStewardshipCouncilatFullSail?”IttacklesthedramaticissueofcommercialfishstockexploitationandTheMarineStewardshipCouncil,across-sectorpartnershipbetweenUnileverandtheWWF,attemptingtoreversethesituation.Thiscaseclearlycharacterizesatragedyofcommonsofourtimeandhelpsthestudentunderstandthecomplexityofconflictingdemandsamongstakeholders.

Thelastcasepresentedinthisissueisthe“GasNaturalBAN’sStrategyforLow-IncomeSectors”authoredbyProfessorDanielBerger.Asnotedabove,thiscasebelongstotheSEKNnetworkandisincludedinthiscurrentissueundertheagreementbetweenoikosandSEKN.Thetextintroducesthestudenttothedifficultiesalargeutilityenergycorporation(GasNatural)facesinitsattempttoservethelow

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NextissueofoikosCaseQuarterly(Fall2012)willbefocusedonthetopicofForestryandwewillfeaturethefollowingcases:

• ColumbiaForestProductsbyScottMarshallandMadeleinePullman

• TropicalSalvage:FromRecessiontoExpansionbyScottMarshalletal.

• OrsaGroup:thechallengeofsustainabledevelopmentintheAmazonauthoredbyRosaMariaFischeretal.

• TheMigrospalmoil.JensHamprechtandDanielCorsten.

Issue7,Summer2012|www.oikosinternational.org/academic

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Building and Scaling a Cross-Sector Partnership: Oxfam America & Swiss Re Empower Farmers in Ethiopia by Jonathan Doh, Ted London and Vasilia (Lea) Kilibarda

The Case StoryAfterseveralyearsofpreparation,inMay2009,OxfamAmerica,anarmoftheinternationaldevelopmentorganization,andSwissRe,theglobalreinsurer,alongwithotherpartners,pilotedHornofAfricaRiskTransferforAdaptation(HARITA),aninnovativemodeldesignedtohelppropelsomeofthepoorestfarmersinEthiopiaoutofpovertybyhelpingthemtocopewithclimate-relatedrisk.Oxfam’sgoalforHARITAwastosuccessfullydevelopascalablemodelthatcouldbereplicatedindevelopingcountriesacrosstheglobetofarmersdealingwiththeeffectsofdroughtandotherweather-relatedchallengesassociatedwithclimatechange,whileSwissReservedinitiallyasafunderandtechnicaladvisorforHARITA,butsoughttousetheprojecttobetterunderstandinsurancemarketsindevelopingcountries.

Thecaseprovidesapersonalaccountoftwokeyactors:DavidSatterthwaite(Oxfam)andMarkWay(SwissRe).Whilemanycross-sectorcollaborationsreachthepilotstage,scalingoffersanewsetofchallengesbecauseitinherentlyrequiresgreatercommitmentsandentailsgreaterrisks.Thiscase

endsbyplacingstudentsintheshoesofOxfam’sSatterthwaiteashepreparesforacriticalmeetingwithMarkWayofSwissReaboutadramaticexpansionoftheproject.

ThecasegrewoutofaprofessionaldevelopmentworkshopattheAcademyofManagementmeetinginsummerof2010asDavidSatterthwaitesharedhisexperienceswithanaudienceofscholarsinterestedincross-sectorpartnershipsandalongstandinginterestonthepartoftheauthorsinthechallengesassociatedwithdevelopingandscalingthesekindsofcollaborativerelationships.

“Oxfam’s goal for HARITA was to successfully develop a scalable model that could be replicated in developing countries across the globe to farmers dealing with the effects of drought and other weather-related challenges associated with climate change, while Swiss Re served initially as a funder and technical advisor for HARITA, but sought to use the project to better understand insurance markets in developing countries.”

Teaching the CaseOverviewThiscaseisdesignedprimarilyforuseingraduate(MBA),undergraduate,andexecutiveeducationprogramstaughtinbusinessschools.Itcanalsobeusedinotherdisciplines,suchaspublicpolicy,publicadministration,nonprofitmanagement,andpublichealth.Ingeneral,thecasewasdevelopedtointroducethetopicofcross-sectorpartnerships.Theissuescoveredrelatetothechallengesofdeveloping,implementing,andscalingcross-sectorpartnershipsdesignedtoadvancesustainabledevelopment,respondtoclimatechange,andserveBoPmarkets.Itsparksdiscussionabouthowprivateandnonprofitorganizationsinsuchcollaborationsgrapplewith–andseektoreconcile–differencesintheirmissions,cultures,andlong-termobjectives.

StudentLearningObjectivesAfterdiscussingthiscase,studentsshouldbeableto:1.Evaluatethechallengesinherentincross-sectorpartnerships(e.g.overcominginternalbiasesanddeeplyengrainedviews,respondingtodifferencesinorganizationalstructuresandvalues,dealingwithalackoftrust,buildingthecapacity

JonathanDohholdstheRammrathChairinInternationalBusiness,isDirectoroftheCenterforGlobalLeadership,andProfessorofManagementattheVillanovaSchoolofBusiness.Hisresearchandteachinginterestsincludemultinationalstrategy,globalcorporateresponsibility,andnongovernmentalorganizations(NGOs).RecentarticlesappearinjournalssuchasAcademy of Management Review, Business Ethics Quarterly, California Management Review, Journal of

International Business Studies, Management Information Systems Quarterly, Organization Science, Sloan Management Review, and Strategic Management Journal.Heisco-editororauthorofeightbooks,includingInternational Management: Culture, Strategy, and Behavior,8thedition,thebestsellinginternationalmanagementtextandNGOs and Corporations: Conflict and Collaboration(withMichaelYaziji,CambridgeUniversityPress,2009).

Issue7,Summer2012|www.oikosinternational.org/academic

Jonathan Doh

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Case Purchase Information Anabbreviatedonlineinspectioncopyofthecase“BuildingandScalingaCross-SectorPartnership:OxfamAmerica&SwissReEmpowerFarmersinEthiopia”isavailablefromtheoikosCaseCollection.ThiscasecanbepurchaseddirectlyfromtheGlobaLenswebsite.

tolearnfromoneanother,etc.)asexemplifiedinthisinstance.2.Identifytheuniquesetsofbenefitsandrisksforeachsectorinvolvedinimplementingacross-sectorpartnership.3.Evaluatethechallengesandopportunitiesassociatedwithscalingapartnership’spilotproject(e.g.garneringinternalsupportwithinmemberorganizationsforanexpandingpartnership,movingfromaprimarilyphilanthropicorientationtowardmoreofabusiness-orientedapproach)suchthattherelationshipbecomesmoresustainableandimpactfulandgarnerswidersupportfrombothinternalandexternalstakeholders.

AssignmentQuestionsInstructorsmayusethefollowingquestionstopromptclassdiscussionaboutthecase.1.Howdoorganizationsthattraditionallydonotcooperatewithentitiesinothersectorsovercomeinternalsuspicionandskepticismregardingsuchcollaborationsinordertobeginaproductiveconversation?2.Howdoorganizationsthathavedecidedtoembarkoncross-sectorcollaborationsbuildtrust,confidence,andtheabilitytoshareandlearnwithcounterpartswhomayhaveverydifferentbackgrounds,motivations,andinterestssotheycanmovefromdiscussiontoimplementation?3.Whatarethekeyorganizationalchallengesintransitioningfromapilottoscaleincross-sectorcollaborations,andhowcantheybeovercometocreatesustainableinitiativeswithbroad,viable,andlong-lastingimpactsacrossgeographiesandpopulations?SupplementalInformationThecasecanalsobetaughtasasimulation.Theteachingnotealsoincludesalistofpotentialadditionalreadings,andanadditionalappendixthatprovidesanoverviewoftheliteratureoncross-sectorpartnerships.

ExperienceTeachingtheCaseOurearlyeffortsinteachingthecasehavesuggestedstudentsareveryengagedandinterestedinthesepartnerships.Evenifstudentshavenotbeeninvolvedincross-sectorpartnerships,thehuman

sideofthecaseandthegrowthandlearningonthepartoftheactorsissomethingthatmostcanrelateto.

“Our early efforts in teaching the case have suggested students are very engaged and interested in these partnerships.” Favorite CasesItendtoteachcasesthatIhavewritten,includingoneonChiquita’suseofcorporateresponsibilityandsustainabilitytohelpturnaroundthecompany,andanotherrelatedtointernationaltraderegulations,intellectualpropertyprotection,andthemarketingandsaleofHIV/AIDSmedicationindevelopingcountries.

Chiquita’sGlobalTurnaround.(w/E.Holt).InG.Dess,T.Lumpkin,A.Eisner,Strategic Management: Text and Cases,3rded.(McGraw-HillIrwin:588-596)andF.Luthans,&J.P.Doh,International Management: Culture, Strategy and Behavior,8thed.(McGraw-HillIrwin:560-568).

PharmaceuticalCompanies,IntellectualProperty,andtheGlobalAIDSEpidemic.(Case).InF.Luthans,&J.P.Doh,International Management: Culture, Strategy and Behavior,8thed.(McGraw-HillIrwin:94-105).

New Case DevelopmentIwouldlovetoseeacaseabouttherecentcontroversysurroundingworkingconditionsinthefactoriesoperatedbyApple’sprincipalsupplier,Foxcom.Ingeneral,Ithinkcasesaboutmanagingcodesandresponsibilitiesalongthesupplychainareneeded.

Accompanying PodcastWehaverecentlyrecordedapodcastwithJonathanDohwhereheexplainshowandwhythiscasewaswritten,howitcanbeusedintheclassroomandwhichothermethodscanbeusedforteachingsustainability,inadditiontocases.InadditiontothepodcastwithJonathanDoh,youcanalsolistentoourolderpodcastwithMichaelV.Russoonhisexperienceofteachingsustainabilitywithcases.

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CorporateSocialEngagement:HowAramexCrossesBoundariesby Luk N. Van Wassenhove and Lea Stadtler

The Case StoryAramex,agloballogisticsandtransportationcompanywithitsrootsintheMiddleEast,hasdevelopedanintegrativesustainabilitystrategytoensuresustainablebusinessactivitiesandtosupportcommunitydevelopment.Inlinewiththisstrategy,onDecember28th2008,AramexdecidedtouseitslogisticscompetenciesforahumanitarianreliefcampaigninGazaanddeliverdonateditemstopeopleinneed.Inviewofthesituation’surgency,howshouldtheteambestcommunicatetheneedfordonations,selectcollectionpoints,clearthegoods,packtheminAramex’warehouses,and,finally,sendthemtoGaza?Itsoonbecameclearthattheyneededpartnerstobringthegoodsacrossthebordersandtohavethelatestinformationonregulations.Thus,representativesoftheJordanHashemiteCharityOrganizationbecameanintegralpartofthecampaign’scoordinationteam.

Oncethepublicrequestsfordonationhadpassedthemedia

–includingsocialmediasuchasfacebook,twitter,andblogs–thecampaignsawgreatresponseratesintermsofdonationsandvolunteers.However,theunexpectedvolumesofdonations,shiftingvolunteernumbers,andthecontinuouslychangingregulationsonaccepteditemschallengedthecampaign’ssuccess.Thus,thecampaignteamhadtoguidethevolunteers’supportappropriatelyandensureaconstantflowofinformation.Lookingbackatthecampaign,RajiHattar,ChiefSustainabilityandComplianceOfficerofAramex,reflectedontheirlessonslearntregardingmanagingvolunteerwork,workingwithcorporateandcharitypartners,usingsocialmediatoleveragethecampaign,andcoordinatingbusinessandsocialactivities.

Teaching the CaseWedecidedtowritetheAramexcaseinviewofitsparticularandinterestingsetting:Aleadinggloballogisticsprovider,withitsrootsintheMiddleEastandknownforitsengagementincorporatesocial

responsibility(CSR),organizesadonationcampaigndespitethepoliticalsensitivitysurroundingthehumanitariancauseandtheoperationalchallengesinvolved.Hence,thiscaseoffersauniquebasistodiscussthemanagementofcorporatehumanitarianreliefcampaignsincollaborationwithcorporateandcharitypartners.Itprovidesinsightsintoacampaign’shands-onoperationalmanagementaswellasitsintegrationintothecompany’sbroaderCSRstrategy.Furthermore,thiscaseisrichinthatitalsocontainselementsofprocessandriskmanagement,reputationmanagement,learning,andstrategicdecisionmaking.

Weproposethefollowingteachingtopics:

1. Companyoverview,casesummary,andfilmexcerpts(10min)

2. Driversforthecorporatesocialengagement(10min)

3. Implementationofthesocialpolicyintothecompany (10min)

LukN.VanWassenhoveisHenryFordProfessorofManufacturingandAcademicDirectoroftheINSEADHumanitarianResearchGroup.Hisresearchandteachingareconcernedwithoperationalexcellence,supplychainmanagement,quality,continualimprovement,andlearning.Hisrecentresearchfocusisonclosed-loopsupplychains(producttake-backandend-of-lifeissues)andondisastermanagement(humanitarianlogistics).HeissenioreditorforManufacturing and Service Operations ManagementanddepartmentaleditorforProduction and Operations Management.HepublishesregularlyinManagement Science, Production and Operations Management,managementjournals(likeHarvard Business ReviewandCalifornia Management Review)amongothers.Furthermore,heistheauthorofseveralaward-winningteachingcasesandregularlyconsultsmajorinternationalcorporations.

LeaStadtlerhasbeenateachingandresearchassistantfortheChairofOrganizationandManagementattheUniversityofGeneva,HECsinceSeptember2008.Previously,shecompletedatwo-yearapprenticeshipandformaleducationcertificateprogramataGermanprivatebankandobtainedamaster’sdegreeinInternationalBusinessAdministration.Herteachingcoverstheareasofchangemanagementandcross-sectorpartnerships.HerPh.D.thesisfocusesonthecorporateperspective,designchallenges,andtheroleofbrokerorganizationsincross-sectorpartnerships.Inaddition,shehaswrittenseveralteachingcasesoncross-sectorcollaboration.

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Luk N. Van Was-senhove

Lea Stadtler

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4. Planningandimplementingthereliefcampaign:Risksandchallenges (10min)

5. Evaluationofthecampaign:Lessonslearnt(15min)

6. Wrapup(5min

ThecasecanbetaughtaspartofaMaster,executiveeducationorMBAcoursethatdealswithhumanitarianoperations,CSR,supplychainmanagement,riskmanagement,leadership,and/orMiddleEast.Wesuggestthreemainreadingsasatheoreticalbackground:

•Porter,M.E.,&Kramer,M.R.(2006).Strategy&Society:TheLinkBetweenCompetitiveAdvantageandCorporateSocialResponsibility.Harvard Business Review,84(12),78-92.•Harley,M.,&Warburton,J.(2008).RiskstoBusinessinSocialInvolvement.Journal of Corporate Citizenship,29,49-60.•Thomas,A.,&Fritz,L.(2006).DisasterRelief,Inc.Harvard Business Review,November,84(11),114-122.

Wewouldstartarespectivecoursebyaskingthestudentstogiveanoverviewofthecompany,summarizethecase,andreflectoninterestingtopicsthatemergefromthecase.Furthermore,thestudentscanwatchtwoshortvideosonAramex’Gazacampaign.Toclarifythecampaign’slinkswithAramex’corebusiness,wewouldthendiscussthequestions:What are the drivers for Aramex’ social and environmental engagement? What are the corporate benefits resulting for Aramex from the “Deliver Hope to Gaza” campaign?

Directingthefocusfurthertotheoperationalsideofthecampaign,wewouldraisethequestion:What are the risks and challenges for Aramex during the implementation of the “Deliver Hope to Gaza” campaign? ThethecasehighlightsthatAramexencounteredriskslinkedtolackingstaffcomplianceinviewofthevolunteers’greatdesiretohelpandtheirtemptationtoover-filltheboxesandto“smuggle”inprohibiteditemsforthegood.Furthermore,theyhadtoensurethatnoharm

wouldbedonetostaff,othervolunteers,reputation,andproperty.Preparationandtrainingprovedcrucial,aswellastherightleadershiptocalmdownpotentialtensionsamongthevolunteers:“(…)thediversityofpolitical,religious,andsocioeconomicgroupswithinthevolunteercorpspotentiallyriskedgeneratingpoliticaldebate,disputesandtensions.”

“Various interest groups need to be successfully integrated into the workflow of the campaign according to their level of contribution. Partnering with humanitarian organizations and other partner organizations is crucial to make the campaign a success.”

Toconcludethecourse,wewouldaskthestudentstoevaluatethemanagementofthecampaign:What are the lessons learnt for Aramex? Importantlessonslearntmayinclude:

•Needtodefineaclearcommunicationstrategythatconveysthecampaign’sgoalandoverallspiritwhileresonatingwiththetargetaudience.Thecampaigncanusearangeofmediachannels,includingsocialmedia,printandbroadcastingmedia,togeneratethewidestpossiblesupport.Alllegalimplicationsoftheoperationsneedtobeaddressedbeforehand.•Needtodevelopanoperationalmodelthatensuresaneffectiveworkflowwhileallowingtheparticipantstotakeownership.•Importanceofstakeholdermanagementandcooperationwithpartners:Variousinterestgroupsneedtobesuccessfullyintegratedintotheworkflowofthecampaignaccordingtotheirlevelofcontribution.Partneringwithhumanitarianorganizationsandotherpartnerorganizationsiscrucialtomakethecampaignasuccess.

Favorite CasesCorporatesocialengagementandcross-sectorpartnershipscanbeaddressedinmanydifferentways.WhiletheAramexcase

Case Purchase Information Inspectioncopyofthecase“CorporateSocialEngagement:HowAramexCrossesBoundaries”isavailablefromtheoikosCaseCollection.Thiscaseisalsoavailableforpurchasefromecch(711-038-1).

Issue7,Summer2012|www.oikosinternational.org/academic

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describesanad-hocpartnership,theINSEADcaseseriesontheTNT-WFPpartnershipoffersuniqueinsightsintoalong-termrelationshipbetweenacompanyandaUNorganization.Part1(LookingforaPartner)illustratesthepartnerselectionprocess,part2(LearningtoDance)focusesonfiveoperationalinitiatives,andpart3(WhentheMusicChangesSoDoesTheDance)addressesthechallengeofevaluatingcross-sectorpartnerships.Anotherinterestingcaseonhumanitariancross-sectorpartnershipsis“Agility:AGlobalLogisticsCompanyandLocalHumanitarianPartner”whichnicelyillustratestheintegrationofapartnershipprogramintothecompany’soverallCSRstrategy.

New case developmentCross-sectorpartnershipscanbebilateralorincludeseveralpartnerorganizations.Regardingbilateralpartnerships,wethinkthatitwouldbeinterestingtoexplorehowtheydeveloptowardsamoreintegrativestage.Forexample,theLafarge-WWFpartnershipillustrateshowapartnershipcanhelpacompanymovefromagreenwashingattitudetorealcommitment.Respectivecasescanbediscussedinacoursedealingwithchangemanagementandcollaboration.Anotherinterestingfieldfornewcasesisthetrendtowardsmulti-companycross-sectorpartnershipsinwhichcompetitorsworktogethertoincreasethepartnership’ssocialimpact.Forexample,Agility,Maersk,TNT,andUPScollaboratetosupporttheWorldFoodProgrammeandGlobalLogisticsClusterwiththeirjointLogisticsEmergencyTeams.Respectivecasescanbediscussedinstrategicmanagement,changemanagement,orCSRcourses.

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Transforming the Global Fishing Industry: The Marine Stewardship Council at Full Sail?byAileenIonescu-Somers

The Case StoryToday,aboutthree-quartersoftheworld’scommercialmarinestocksarefullyexploited,overexploited,depletedorrecovering.Overthelastfewdecades,governmentinitiativestomanagethisnaturalresourcemoresustainablyhavenotbeeneffective.TheMarineStewardshipCouncil(MSC)wasinitiatedbyUnileverandtheWWFin1997tohelpreversethedeclineinglobalfishstockswithaneco-labeling/certificationscheme.

ThecasestudygivesbackgroundonkeyeventsandchallengesfortheMSCinthepast,including:

•Thecrisisintheglobalfishingindustry–largelyassociatedwiththeso-calledTragedyoftheCommons(catchasmuchasyoucan).•ThelaunchoftheMSCanditsearlyeffortsatintroducingafunctioningmarketmechanismforsustainablefishingproducts(nomarket-nosupplyandviceversa).

Themanagementchallengeofthiscasestudyisthedifficultyassociatedwithoperatingacertificationandeco-labelingsystemacceptabletomanydifferentstakeholders:thefishingindustry,foodprocessors,retailers,nationalgovernments,supranational

institutions,theconservationcommunityandconsumers.AsaresultofoftenconflictingdemandsandtheMSC’sfailuretorecognizetheneedforreforms,theorganizationencounteredacrisisincredibility.

Teaching the CaseTheMarineStewardshipCouncilisanexampleofabusiness–NGOpartnershipthataddressesacriticalenvironmentalproblemthatbusiness,governmentandtheenvironmentalcommunitycouldnotsolvewithoutacollectiveapproach.Thecasecontributestolearningonseverallevels:

A.Buildingupanewmarket.Overcomingthe“chickenandegg”problem,sincenosupplymeansnomarket,andnomarketmeansnosupply.

a.HowtoidentifythemainleverstoovercomethisCatch-22.b.Howtodevelopasoundstrategythattakesintoaccountthedynamicsofthesystem(toensurethatsupplyanddemandarebalanced).

B.Understandingandmanagingstakeholderswithverydifferentbackgroundsandagendas.

a.ThereisongoingNGO“infighting”

aboutthesustainabilitycriteriaoftheMSC’slabelingscheme.

b.Severalotherstakeholders(governments,retailers,foodprocessors)havenotfullyboughtintothescheme,orevenopenlyopposeit.Forexample,foodprocessorsarecriticalofthesubstantialcostandlengthofthecertificationprocess.

C.Settingupanadequateandmanageableorganizationalstructureandcertificationprocessinordertodealwiththecomplexityoftheunderlyingproblem.

a.Theorganization’sgovernancestructureevolvedoveralongperiodandmirrorsthecomplexityoftheissueitself.

b.ThecertificationprocesswassubjecttocriticismastheMSCchosetogopublicfirstandmakechangeslater,insteadofstartingwithpilotcertification.

ThecasecanbeusedforeitherMBAsorinexecutivecourses.ForMBAs,thekeyissuesincludetheTragedyoftheCommons(“catchasmuchasyoucan”),stakeholderandcrisismanagement,andtheintroduction/expansionofalabelingandcertificationsystem.Whenusingthiscasewith

Issue7,Summer2012|www.oikosinternational.org/academic

Dr. Aileen Ionescu-Somers

Dr.AileenIonescu-SomersdirectsIMD’sCorporateSustainabilityManagementPlatformatIMD’sGlobalCenterforSustainabilityLeadership.Shehasoverseenlargescopeempiricalprojects,writtenmultipleprize-winningcasestudies,andadvisedmanyorganizationsonstrategicintegrationofsustainability.BeforeIMD,sheheadedglobalprojectoperationsatWWF.Sheisonthesustainability

boardsofcompaniessuchasFirmenich,andCocaColaHellenic.SheholdsafirstclasshonoursBA,andMA,HDEandPhDfromUniversityCollegeCork,Ireland,aswellasanMScinenvironmentalmanagementfromImperialCollege,London.HerlatestbooksareBusiness logic for sustainabilityandSustainability partnerships: The manager’s handbook,publishedwithPalgraveMacmillan.

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Case Purchase Information Inspectioncopyofthecase“TransformingtheGlobalFishingIndustry:TheMarineStewardshipCouncilatFullSail?”isavailablefromtheoikosCaseCollection.Thiscasecanbepurchasedfromecch(IMD-2-0083).ThiscaseisalsopartoftheoikosCaseCollectionbook(Volume1):CaseStudiesinSustainabilityManagementandStrategypublishedbyGreenleaf.

executives,thediscussionislikelytofocusmoreontheexecutionandstrategicissuessuchasoverallstrategyandimplementationaswellasapotentialroadmapforthecomingyears.Ideally,thecasestudyistaughtinathree-hoursession,withparticipantshavingreadthecasebeforehand.

Favorite CasesAnewfavouriteisanIMDcaseontheground-breakingmoveofUnileverto“mainstreamsustainability”bysettingforthonanambitiousjourneytomakeitspremiumLiptonteabrandsustainable:

Ionescu-Somers,A.,TaniaBraga&RalfSeifert(2011)UnileverSustainableTea:RevitalizingLipton’sSupplychain(IMD-6-0327)andIonescu-Somers,A,TaniaBraga&RalfSeifert(2011)UnileverSustainableTea:Goingbeyondlow-hangingfruits(IMD-6-0328).

Unilever’smovepromptedadomino

effectthroughouttheentireteaindustry,effectivelypropellingateaindustryvaluechainconversiontosustainability.ThiscaserecentlywontheprestigiousEuropeanFoundationforManagementDevelopmentawardinthesupplychainmanagementcategory.

“The Marine Stewardship Council is an example of a business–NGO partnership that addresses a critical environmental problem that business, government and the environmental community could not solve without a collective approach.”

New Case DevelopmentIBM’sSmartPlanetandGeneralElectric’sEcomaginationinitiativesareexamplesofbusinessmodelinnovationforsustainabilitythatwouldmakeforveryinterestingclasslearning.It’simportanttoincludethistypeofcaseinstrategyandinnovationcourseforundergraduateaswellasMBAand

“Twofigureeightknots”bymainrc.http://www.sxc.hu.ImageID:387966.

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executivedevelopmentprogramsinstrategicmanagement,andnotas“CSR”or“corporatesustainability”modules.Thiswillhelpthemainstreamingofinnovationforsustainability.

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Gas Natural BAN’s Strategy for Low-Income Sectors by Gabriel Berger and Adrian Darmohraj

The Case StoryThiscasefocusesonGasNaturalBAN’snetworkexpansionprojecttoprovidenaturalgastofivelow-incomeneighborhoodsinthesuburbanareaofBuenosAires,Argentina,showinghowabusinessmodelevolvedtoservelow-incomesector(henceforth,LIS)customers.GasNaturalBANwasasubsidiaryofGrupoGasNaturalSDGS.A.,aSpanishmultinationalenergyutilityfocusedonsupplying,distributingandmarketingnaturalgasinSpain,LatinAmericaandItaly,withanoverallcustomerbaseof10millionhouseholds.Inlate2007,GasNaturalGroupwastheleadingnaturalgasdistributorinLatinAmerica(currentlyGasNaturalFenosa).

Thestorydescribeshowthecompanypartneredwithalocalcivilsocietyorganization,FundaciónProViviendaSocial(FoundationforSocialHousing,henceforthFPVS)toprovidenaturalgasto3500familiesinapilotproject,andlearnthowtoworkwiththiskindofcommunities.StartingwithaprojectcarriedoutwithFPVS,thecompanyhadbeguntopursuenaturalgasnetworkexpansionprojectsforLISneighborhoodswithabusinessapproachthatdifferedfromthe

schemeusedwithconventionalcustomers.Atthejuncturedepictedbythiscase,thecompanyneedstosettheguidelinesforitsnaturalgasnetworkexpansionstrategytargetingLISneighborhoods.GasNaturalBAN’sexperiencewithFPVS,thoughviewedassuccessfulbythecompany,registeredsomeinefficientaspectsthatpreventeditslarge-scaleapplicationandledmanagementtolookfornewoptionstopursueitsLISstrategy.Asaresult,theFPVScollaborationmodelanditspotentialforoptimizationwerequestioned.ThecompanyhadquestionswhethertheschemeusedbyFPVSinMoreno’sCuartelVwouldbeapplicabletootherneighborhoodswithdifferentconditions.

“In general, the class is split between those that support working together again with the NGO, and those that support the idea of moving ahead without its initial partner. This final discussion brings at the forefront the value, the risks and the challenges of collaboration between corporations and NGOs in addressing the needs of low income communities.”

Thisteachingcasedealsprimarilywiththedevelopmentofinclusivebusinessventuresbasedoncross-sectorcollaborationsinvolvingcompanies,nonprofitsandcitizens.ItmaybeusedingraduatecoursesonBusinessandSocietyorCorporateSocialResponsibility,BusinessStrategyincludingBOPissues,orincoursesfocusingonBusinessStrategiesforCreatingSocialandEconomicValue.

Teaching the CaseThisteachingcasewasdevelopedaspartoftheSEKN(SocialEnterpriseKnowledgeNetwork)researchprojectoninclusivebusinesses.Theprojectincludedthein-depthstudyof33businessinitiativesinwhichlowincomecommunitieswereincludedascustomers,providersanddistributors,andwheretheprocesscreatedsocialvalueforthem.

WedevelopedtheGasNaturalBANcasetohelpstudentsunderstandbusinessmodelsdesignedforlow-incomesectors,toillustrateopportunitiestocreatesocialvaluepresentedtoprofit-seekingutilitieswhendealingwithLIS(andthetensionsthatemergeintheseinitiatives),andtorecognizetheimportancetointegrateprocesses

Issue7,Summer2012|www.oikosinternational.org/academic

Gabriel Berger

GabrielBergerisanassociateprofessorintheDepartmentofAdministrationattheUniversidaddeSanAndrés,BuenosAires,Argentina.HealsodirectsitsCenterforSocialInnovation,anditsGraduatePrograminNonprofitOrganizations.HeisamemberofSEKN(SocialEnterpriseKnowledgeNetwork)sinceitscreationin2001.HeobtainedaPh.D.inSocialPolicyandaMasterinManagementofHumanServicesfromtheHellerSchoolofSocialPolicyandManagementatBrandeisUniversity(USA).

AdrianDarmohrajisanadjunctprofessorintheDepartmentofAdministrationattheUniversidaddeSanAndrés,BuenosAires,Argentina,andtheexecutivedirectoroftheTrainingPrograminHumanFactorsinRiskManagement.HeobtainedhisDoctorateinPoliticalScienceandAdministrationattheUniversidadComplutensedeMadrid(Spain).

Adrian Darmohraj

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Case Purchase Information Thecasecanbepurchasedfromecch(SKE137).

acrosscompaniesandNGOswhendevelopinginclusivebusinessmodels.

Thecasediscussionusuallybeginswithanopeningquestion:WhydoyouthinkGasNaturalBANdecidedtoapproachlowincomesectors?WasitaCSR-drivenmoveorwasitpartofitsbusinessstrategy?Thisbringstotheclassdifferentopinionsofstudentsoncorporatemotivationtoengageinthiskindofprojects,alongwithstudents’assumptionsandprejudicesaboutcorporateengagements.Thecaseshowsdifferentapproacheswithinthecompanyandhowtheyevolvedovertime.Inaddition,ithelpsstudentsunderstandthataninitiativethatwasstartedasaCSRprojectveryoftenbecomespartofthecommercialstrategyofthecompany.

Thecasediscussioncontinueswiththecomparisonofthetwoinitiativespursuedbythecompanytargetinglowincomecommunities,onedevelopedwithoutanyparticularadaptationtothetargetpopulation,calledGasforEveryoneprogram,andtheseconddevelopedwithanNGO.Thecomparisonallowsstudentstoseetheunintendednegativeresultsofcommercialstrategies,suchasover-consumptionanddebtsbylowincomehouseswhenaretargetedbyservicesellers(inGasforEveryonecommercialeffortswereledbycertifiedinstallerswhoofferedservicestopotentialclients),andthelearningthatsuchexperienceprovidedtothecompany.ThisdiscussionmakesitpossibletounderstandhowthenewbusinessmodelwascreatedtogetherwithFVPS,anNGO,withpreviousexperienceinmicrocreditintheGreaterBuenosAiresarea.FVPSwascriticalindesigningtheplan,engaginggrassrootsorganizations,ensuringneighborinvolvement,enhancingprojectlegitimacyandstreamliningdemand.GasNaturalBANinturnprovidedsomeofthefinancingandthetechnicalexpertisetoorganizethework,managedthetechnicalaspectsofinfrastructuredevelopment,andadjusteditsoperatingprocessestosuittheproject’smarketingscheme.BycontrastingGasforEveryoneand

thejointprojectwithFVPSstudentsuncoveredtheunprecedentedfeatureinthisinitiative,intermsofjointplanning,marketingandoperations.

Inthediscussion,studentsunderstandseveralinternalchallengesfacedbyGasNaturalBANassociatedwiththeadjustmentoftheiroperationstoanunknownscenario,andhowitwasforcedtolearntorespectboththecommunity’sandFPVS’timing.However,thecompanyalsorecognizedthattheyweresomeinefficientaspectsinthisjointprojectwithFPVSandobtainedsomeadditionalexperienceinfourotherpilotprojectsdevelopedworkingalone.

“Gas Natural BAN’s experience with FPVS, though viewed as successful by the company, registered some inefficient aspects that prevented its large-scale application and led management to look for new options to pursue its LIS strategy. ”

Asthecompanyexploredtheideaofexpandingtheprojecttoreach12000families,thediscussionmovestowhetherGasNaturalBANshouldpursuetheexpansiontogetherwithFPVSorcouldbedonewithouttheNGO.Thecompanyhadaccumulatedenoughexperiencetooperatethiskindofproject(theyhadalreadydoneitinfourotherprojects).Inaddition,ithadtodealwithsomeoperatingproblemsencounteredinworkingtogetherwiththeNGO–noneamajorone–iftheydecidedtoworkagaintogether,andhadtoconsiderhowtofundFPVSparticipationinthisnewproject(inthefirstonetheNGOhadobtainedagrantfromtheWorldBankthatcoversmostofitscosts).Ingeneral,theclassissplitbetweenthosethatsupportworkingtogetheragainwiththeNGO,andthosethatsupporttheideaofmovingaheadwithoutitsinitialpartner.Thisfinaldiscussionbringsattheforefrontthevalue,therisksandthechallengesofcollaborationbetweencorporationsandNGOsinaddressingtheneedsoflowincomecommunities.

Issue7,Summer2012|www.oikosinternational.org/academic

Favorite CasesWithSEKNwehavebeenworkinginthelasttenyearstodevelopacollectionofcasesbasedonorganizationsinLatinAmericaandSpainwithtwopurposes:toallowourstudentstolearnfromregionalexperiencesandtogivetheopportunitytofacultyinotherregionstoincludecasesfromIbero-Americancountries.Ourcasesarefocusedonmultinationalandlocalcompanies,aswellasonNGOs.Theyaresuitedtoteachissuesrelatedtocollaborationandalliancesforsocialpurposes,managementofsocialinitiatives,andinclusivebusinessdevelopmentandimplementationindifferentindustries.

New Case DevelopmentWewouldliketoseemorecasesthatfocusontheprocessofdeveloping,internalizing,andparticularlytheinstitutionalizationofsustainabilitystrategieswithinlocalcompanies,inordertodiscussthedilemmasofputtingsustainabilityissuesatthecoreofcorporatestrategy.Whatarethedriversofsuchprocesses?Whatarethesystems,processesandincentivesthathavebeenconsideredandused?Whatresultswereobtainedinthiskindofefforts?ThesearesomeoftheissueswewouldliketobeabletodiscussinourcoursesonCSRandSustainability.

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Winter2012Issue5|www.oikosinternational.org/academic

oikos Global Case Writing Competition

CallforCases2013oikosandAshokaaimtopromotethecreationofhighqualityteachingcasesonCorporateSustainability(supportedbyoikosfoundation)andSocialEntrepreneurship(supportedbyAshoka).Thecompetitionwelcomesentriesfromallpartsoftheworld.Submittedcasestudiesshouldbesuitableforuseinmanagementeducationandshouldberelatedtomanagerialissuesfacedbyorganisationsandindividuals.

1.Applicants•Applicantsmaybeteachers,researchassistantsorstudentsofbusinessadministration(orrelatedareas).•Caseentriesmayhavemorethanoneauthor,andeachapplicantmaysubmitonecasepertrackonly.

2.Prizes&Incentives•Thefirstprizeineachtrackwillbe5000SwissFrancs(2nd:CHF2000and3rd:CHF1000).•Winnerswillbeinvitedtopresenttheircaseathigh-levelconferencesinthefield.•Detailsofthewinningcases(caseabstract,onlineinspectioncopyandcasepurchaseinformation)willbepublishedintheoikosonlinecasecollection.•Eachcasecontributorwillreceiveawrittenfeedbackonthesubmittedcase.

3.EvaluationcriteriaAcceptedsubmissionsaresubjecttoatwo-stepdoubleblindreviewprocess.Forbothcompetitiontracksthejudgingcommitteewillpayparticularattentionto:

1.Conceptandcontent-theintegrationofthedifferentsustainabilitydimensions(economic,social,andenvironmental),thetopicrelevanceanditsabilityto

createalearningexperience.2.Teachingnote-acomprehensiveteachingnotemustaccompanyeachsubmission.3.Form-thestyleofwriting,qualityofpresentationandclarityofdata.4.ImportantDates•October 26, 2012-Deadlineforcasesubmissions•January 15, 2013 -Firstrounddecision•March 29, 2012 -Finalrounddecision•August 2013-CasepresentationsandawardceremonyattheAcademyofManagementConference2013

5.FurtherInformationForadditionalinformation,requirementsanddetailspleaseconsultourwebsiteorcontact:

Dr.JostHamschmidtProjectlead,Chair,CorporateSustainabilityTrackjost.hamschmidt@oikosinternational.org+41712242595ManagingDirector,oikosFoundationwww.oikos-international.org/academic

Dr.MichaelPirsonChair,SocialEntrepreneurshipTrackmpirson@fas.harvard.eduManagingDirector,oikosFoundation Co-founderandacademicdirector,Humanet+18578699604http://www.humanetwork.org

Case Research Journal: Special Issue on Business & Sustainability

TheCaseResearchJournalwillpublishaspecialissueonbusinessandsustainability,tobeguest-editedbyProfessorJohnJ.LawrenceoftheUniversityofIdahoandDr.StephenBowdenoftheUniversityofWaikato.

ThedeadlineforsubmissiontothisspecialissueisJanuary 18, 2013forpublicationin2014.

TheCaseResearchJournal,publishedquarterlybytheNorthAmericanCaseResearchAssociation(NACRA)andXanEdu

CustomPublishing,isdedicatedtoenhancingcaseresearchandpublishingexceptionalteachingcases.Foundedin1980,theCRJisdouble-blindrefereedandacceptsaboutfifteenpercentofmanuscriptssubmitted.

DomainoftheSpecialIssueThedomainofthespecialissueisbroadlydefinedasteachingcasesthataddressissuesofsustainabilityinbusiness.Sustainabilityherereflectstheideathatweasasocietyshouldbeabletomeetourownneedsinwaysthatwon’tcompromisetheabilityoffuturegenerationstomeettheirneeds(theclassicBrundtlandCommissionconceptualizationofsustainability)andthatthisencompassesstewardshipofenvironmental,socialandeconomicsystems(theclassicthreepillarsofsustainability).FocusandMethodsFocus:Casesshouldbefocusedonadecision,issue,orproblemfacinganindividual,anorganization,oragroupoforganizations.Afterstudyingthecase,studentsshouldbeabletoputthemselvesintothesituationandformulateanddefendalternativecoursesofaction.

Methods:Casesshouldbebasedonoriginal,primaryresearch.Examplesofsuchresearchinclude(butarenotlimitedto):

•Fieldresearchintheorganization•Interviewswithkeydecision-makersintheorganization•Interviewswithstakeholdersimpactedbyanorganizationaldecision,issue,orproblem•Reviewofprimarymaterials,suchaslegalproceedings,congressionaltestimony,orinternalcompanyorstakeholderdocuments.

TheCRJtypicallydoesnotpublishcasesbasedsolelyonsecondarysources,suchasjournalisticaccounts.Italsodoesnotpublishfictionalized,composite,orhypotheticalcases.AnInstructor’sManual(teaching

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Call for Cases

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note)mustaccompanyeachcasesubmission.TheIMshouldfollowtheguidelines.

Atthetimeofsubmission,atleastoneauthormustbeamemberofNACRA(membershipinformationisavailableatwww.NACRA.net).

FurtherInformationForfurtherinformationregardingthisissueorapotentialsubmission,pleasecontacteitheroneoftheguesteditorsforthespecialissueorthejournal’seditor:JohnJ.Lawrence,GuestEditor StephenBowden,GuestEditorjjl@uidaho.eduor(208)885-5821 sbowden@waikato.ac.nzor(647)-838-4472DeborahEttington,Editor,CaseResearchJournaldettington@nacra.net

ecch Case Awards Competition – Innovation in Case Teaching

TheecchCaseAwardshavebeenpresentedannuallysince1991tohonouroutstandingachievementincasedevelopmentandtoraisetheprofileofthecasemethodoflearning.For2013,ecchisproudtointroduceanewcompetitioncategory,InnovationinCaseTeaching,designedtorecognisededicatedmanagementeducatorsthatareachievingexcellencethroughinnovative,creativeapproachestocaseteaching.

EligibilityTheteacher(s):Entrantsmustbeteachersofmanagementeducationwithacurrentpositionatanacademicorcorporateorganisation.PhDstudentswithteachingresponsibilitiesareeligible.Entriesmaybesubmittedfromasingleteacherorbyateamofteachers.Teamsofteachersmaybefromdifferentinstitutionsworldwide.EntrantsshouldhavepracticedtheirinnovativeuseofcaseswithstudentsafterNovember2010.

Theteaching:Thisawardisintendedtoencourageinnovationinitswidestsense.Thecategoryisbroadlydefinedtoofferrecognitiontoarangeofcircumstances,fromtheadoptionofnewtechnologytobeingapioneerofcaseuseatyourorganisation.

EvidenceEntrantsmustprovideabriefstatementexplainingtheirinnovativeuseofcasesinbusinesseducationteaching.Thestatementshouldincludewhyandhowthisexamplepositivelyaffectedstudentlearning.Theentrant’soverallteachingphilosophymustalsobesummarised.

Entrystatementsmustbeaccompaniedbysupportingevidenceintheformofshorttestimonialsfromuptotwostudentsandtwocolleagues(aminimumofoneofeach).Othersupportingdocumentation(e.g.videoclipsorstatisticalevidenceofsuccess)isnotessentialbutwillbeacceptedandtakenintoconsiderationbythejudgingpanel.Entrantsmustsubmitacopyofthecaseorcasematerialtheyareusing.

SubmittingyourentryEntrantsmustnominatethemselves,withsupportingtestimonialsfromcolleaguesandstudents.Entriesarewelcomedfromteachersinanybusinesseducationsubjectarea.Thesubmissiondeadlineis30 November 2012.Thewinningteacher,orteamofteachers,willreceiveasingleprizeof€1,500.Moreinformationontheecchwebsite.

The Case Study Library at the Fowler Center for Sustainable Value is now live

TheFowlerCenterforSustainableValueidentifiedsustainability-themedbusinesscasesthatserveasteachingresourcesforfacultyacrossmanagementdisciplines.TheSustainableValueCaseInventory,includes

•casesthataddressedanissueofhereticalordisruptivechange•casesinwhichsustainablevaluewasembeddedinthecoreoftheorganization’soperations•casesinwhichbusinessvalue,

ratherthanregulatorycomplianceorotherethicalissues,drovedecisionsUptonow,theCaseStudyLibraryhascollected50sustainability-relatedcases(andgrowing).Linkstositeswherethecasesmaybeaccessedorpurchasedareprovided.CheckouttheCaseStudyLibrarywebsitehere.

ecch workshop: Aligning Your Teaching and Research – The Potential of Case Studies

23 October 2012ESMT European School of Management and Technology, Berlin, Germany

Atatimewhenuniversitiesareencouragingacademicstostrengthenthelinkbetweentheirresearchandteaching,thisworkshopwillprovideaframeworkforusingthecasemethodinthisprocess.Bybringingresearchintotheclassroom,thetutorbenefitsfromstudentinputandresponses,whilststudentsrespondwelltotheenthusiasmandvestedinterestofthetutor.Thisworkshopexplorestheuseofcasestomaximisethepotentialofthelinkbetweenresearchandtechnique.Participantswillworkthroughtheirownexperiencesandopportunitiesinasupportiveenvironment.

Fees:£335non-residential.

Feesincludecoursematerialsandlunch.ecchmemberorganisationsreceive10%discount.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Moreinformationontheecchwebsite.

ecch workshop: Using Cases to Teach - Dubai

18-19 November 2012Hult International Business School, DubaiThecasemethodiswidely

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Case Teaching Workshops

Case Collections

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Issue7,Summer2012|www.oikosinternational.org/academic

recognisedasanoutstandingapproachtoteachingandlearning,especiallyinmanagementeducation.Thisworkshopwillprovidecaseteacherswiththeopportunitytoexplorethecasemethodandassessitsbenefitsforuseintheirownclasses.Thetutorwillintroducepracticaltipsandskillsforteachingwithcasesandwillprovideguidanceoncaseselectionandinstructorpreparationforclass.Participantswillgainconfidenceandshareexperiencesinasupportiveenvironment.

Fees:£635/€795non-residential.

Feeincludescoursematerialsandlunches.ecchmemberorganisationsreceivea10%discount.Anoptionalsocialdinnerwillbeheldon18Novemberforanadditionalcostof£35/€40.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Ifyourorganisationqualifiesforourmembershipschemefordevelopingcountriesyoumaybeeligible.Contacttheeventsteamforfurtherdetails.Moreinformationontheecchwebsite.

ecch workshop: Using Cases to Teach - Sydney

22-23 November 2012Macquarie University, Sydney, Australia

Thecasemethodiswidelyrecognisedasanoutstandingapproachtoteachingandlearning,especiallyinmanagementeducation.Thisworkshopwillprovidecaseteacherswiththeopportunitytoexplorethecasemethodandassessitsbenefitsforuseintheirownclasses.Thetutorwillintroducepracticaltipsandskillsforteachingwithcasesandwillprovideguidanceoncaseselectionandinstructorpreparationforclass.Participantswillgainconfidenceandshareexperiencesinasupportiveenvironment.

Fees:£635/€795non-residential.

Feeincludescoursematerialsandlunches.ecchmemberorganisationsreceivea10%discount.Anoptionalsocialdinnerwillbeheldon22

Novemberforanadditionalcostof£35/€40.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Ifyourorganisationqualifiesforourmembershipschemefordevelopingcountriesyoumaybeeligible.Contacttheeventsteamforfurtherdetails.Moreinformationontheecchwebsite.

International Case Study Conference 2012

December 14-15, 2012IBSHyderabadisorganizinganInternationalCaseStudyConferenceonDecember14-15,2012.Caseauthorsareinvitedtoparticipateandpresentunpublishedcasestudiesinallareasofmanagementandonthethemetopic,‘SocialMediaandBusiness’.APreconferenceWorkshoponCaseWritingwillbeconductedbyecchonDecember13,2012.TherewillalsobeaConcurrentWorkshoponCaseStudyMethodologyonDecember14-15,2012.ThevenuefortheconferencesisthesprawlingIBSCampusinthehistoriccityofHyderabad,India.

Registrationfeesfortheconference:Academics(USD150),CorporateDelegates(USD200),DoctoralScholars/Students(USD100).

Discounts:1.Earlybird(beforeAugust30,2012)-10%discount2.ecchmembers-10%discount3.3ormoreparticipantsfromanorganization–10%discount4.Registrationformultipleevents(ConferenceandWorkshop)–10%discount.

Aparticipantcanavailonlyoneoftheabovediscounts.Thetotaldiscountwillnotexceed10%.SeparateregistrationsarerequiredforattendingthePreconferenceWorkshoponCaseWriting(Dec13,2012)andtheConcurrentWorkshoponCaseStudyMethodology(Dec14-15,2012).Theconferencefeeincludes

conferencekit,copyofproceedings,useoffacilities,workinglunches,andtea/coffee.

ecch workshop: Start Writing Cases

December 2012 (2 days)Europe

Thispracticalandintensiveworkshopwillofferamaximumoftwelveinexperiencedcasewriterstheopportunitytotaketimeouttoworkonanideatheyalreadyhaveforacase.Theskillsandknowledgethatparticipantswillacquireatthisworkshopwillenablethemtodeveloptheircaseandtoidentifyandprepareadditionalsupportmaterialthatwillenhancethelearningexperienceoftheirtargetaudience.

Fees:£535non-residential.

Feesincludecoursematerialsandlunch.ecchmemberorganisationsreceive10%discount.Aminimumofonesubsidisedplaceforparticipantsindevelopingcountriesisavailableonthisevent.Ifyourorganisationqualifiesforourmembershipschemefordevelopingcountriesyoumaybeeligible.Contacttheeventsteamforfurtherdetails.Moreinformationontheecchwebsite.

Case Writing Workshops

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www.oikosinternational.org/academicbe informed, get involved, make a difference

ContactWewouldliketohearyourexperiencesofteachinginnovativecorporatesustainabilityandsocialentrepreneurshipcases!Ifyouhaveanysuggestionsforimprovingthisperiodical,orinformationyoumaywanttosharewiththecommunityofcasewritersandinstructors,wewouldappreciateyourfeedback.Pleasesendusanemailat case@oikosinternational.org orgiveusacallat+41712242698.

To subscribe:Tosubscribe,pleasefeelinanonline form.Shouldyouwishtounsubscribe,pleasesendanemailtocase-unsubscribe@oikosinternational.org.

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