New at CasePlace

Author: The Aspen Institute Center for Business Education
Source: The Aspen Institute Center for Business Education
Year: 2014

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Are you looking for engaging and thought-provoking material that is new to If so, you've come to the right place. Here you will find a selection of content recently added to the site. The week's (12/15/14–12/19/14) newest additions are listed below. Enjoy!

Mercadona [Case]
This case presents the predicament of a company trying to do right by its customers and its employees as the economic crisis of 2008 hits home.

Mercadona [Presentation]
In this slide presentation, MIT’s Zeynep Ton uses the case of a Spanish supermarket chain to illustrate the issue of good vs. bad jobs...

Coke in the Cross Hairs: Water, India, and the University of Michigan [Case]
The case drives a discussion around events in 2005-2006 when the University of Michigan decided to cut its contract with Coca-Cola because of the company’s environmental issues in India and labor issues in Colombia.

Market Failure and the Regulatory Environment [Presentation]
In this presentation, 2014 Aspen Faculty Pioneer Award winner Ryan Cabinte illustrates his approach to teaching business students about markets and regulation, issues of market failure and regulatory intervention, and evaluating new solutions to sustainability problems that reach across sectors.

A Path Toward Public-Private Understanding [Presentation]
In this slide presentation, 2014 Aspen Faculty Pioneer Award winner Mary Margaret Frank illustrates ways to prompt students to examine the intersection of the public and private sectors in value creation and problem-solving...

* From the CasePlace Archives, achieving competitive advantage means eliciting superior performance from employees on the front line, a difficult task made easier using the Marines' approach to motivation: Firing Up the Front Line.

Listed below is last week's (12/08/14–12/12/14) material.

Arogya Parivar: Novartis' BOP Strategy for Healthcare in Rural India [Case]
The development community tends to focus on meeting the needs of the poorest of the poor (the 1 billion people who live on less than US$1 a day), but there is a larger segment of the low-income population, comprised of 3.8 billion people with incomes between $2 and $5 a day, that could be the focus of a market-oriented approach. The case offers a description of the first steps to setting up the Arogya Parivar initiative by Novartis in India...

Opening the Valve: From Software to Hardware (A, B) [Case]
Valve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. As customer demand and market forces draw Valve into hardware in 2013, Valve questions whether their organizational model will need to change as it expands from software into hardware-and, if so, whether they should prioritize strategy over structure or structure over strategy. 

Finance and Social Responsibility in the Informal Economy: Institutional Voids, Globalization, and Microfinance Institutions [Paper]
We examine the heterogeneous effects of globalization on the interest rate setting by microfinance institutions (MFIs) around the world...

McKinsey & Co.-Protecting its Reputation (A, B) [Case]
On Tuesday March 15, 2011, all 1,200 global Partners of McKinsey & Co. gathered at the Gaylord National Hotel & Convention Center near Washington, DC for their annual Partners' conference. The atmosphere was tense as Partners, in addition to their normal agenda, discussed the Galleon Group insider-trading trial and the recent allegations against the Firm's former Managing Director, Rajat Gupta.

Streamlining CSR: An Answer in Economic Difficulties (Telenor Hungary) [Case]
In 2009-2010 the Hungarian ICT sector was experiencing its most difficult times over 15 years, as a result of the global economic crisis, new government regulations and an extra 'crisis' tax introduced by the Hungarian government. Consequently telecom companies have started cutting costs, including the reduction of workforce. But what happens with CSR initiatives in such circumstances? Do they survive?

* From the CasePlace Archives, the role of technology in insider trading and enforcement challenges: Insider Trading 2011: How Technology and Social Networks Have 'Friended' Access to Confidential Information.

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