Organizational Behavior Case Studies

Amanco: Developing the Sustainability Scorecard

Company: Amanco
Publisher: Harvard
Call Number: 9-107-038
Year Published: 2008

The case describes the challenges of using the Balanced Scorecard to implement a triple-bottom-line strategy for delivering excellent economic, environmental, and social performance. The owners and senior executive team of Amanco, a producer of plastic pipe and complete water treatment systems, want strong financial returns but are also deeply committed to improving the environment and making a difference in people's lives. Robert Salas, CEO, wants a management system that communicates and motivates Amanco's three high-level goals.

What is the dilemma or tough decision?
How can Amanco develop and implement an effective measuring stick for its sustainability that will lead to effective managerial strategies?

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1596&R=107038-PDF-ENG&conversationId=1790366

Business Model Innovation by Better Place--A Green Ecosystem for the Mass Adoptions of Electric Cars

Company: Better Place
Publisher: Oikos
Call Number: N/A
Year Published: 2010

Shai Agassi started Better Place with the ambition of setting up an ecosystem – including a ‘smart grid’ of charging stations and battery swapping facilities – for electric vehicles. This ecosystem was expected to eliminate the barriers to the mass adoption of electric cars for personal transportation. This case discusses the innovative business model of Better Place, which proposed to offer transportation services to consumers through miles per month subscription plans, with the cost of the electric car being subsidized based on the tenure of the plan.

What is the dilemma or tough decision?
How does Better Place make the electric car more relevant and viable?

Website where case study can be found:
http://www.oikos-international.org/academic/case-collection/inspection-copies/alphabetical-list/better-place.html

Clarke: Transformation for Environmental Sustainability

Company: Clarke
Publisher: Ivey
Call Number: 9B12C012
Year Published: 2012

Clarke, a pesticide-selling company, has a core business that is environmentally harmful by its very nature. Its journey to sustainability faced unique challenges even when innovation led to new green products, processes, technologies and business models. As such, its leadership had to cope with the overwhelming task of engaging both its employees and customers in the idea that sustainability can be effective and profitable.

What is the dilemma or tough decision?
How does a company overcome the challenges involved in acquiring the necessary buy-in from employees and customers who are skeptical about environmental sustainability as a potential driver of business strategy?

Website where case study can be found:
https://www.iveycases.com/ProductView.aspx?id=53788

Deja Shoe (A)

Company: Deja shoe
Publisher: World Resources Institute
Call Number: N/A
Year Published: 1996

Deja Shoe’s founder and new management team wanted to develop a business strategy based on pro-environment principles that would enable the firm to out-compete established industry players Nike and Timberland.?

What is the dilemma or tough decision?
How does a small start up company create environmental footwear?

Website where case study can be found:
http://pdf.wri.org/bell/case_1-56973-137-3_full_version_a_english.pdf

Fairmount Minerals

Company: Fairmount Minerals
Publisher: Ivey
Call Number: 9B11M059
Year Published: 2011

Fairmount Minerals, a producer of industrial sand, is an excellent example of a company that adopted a holistic approach to sustainable development. In 2005, CEO and sustainability champion, Chuck Fowler challenged the mining industry’s undesirable reputation by bringing together both shareholders and stakeholders around the three broad themes of people, planet and prosperity. Innovative practices were then embedded into every step along the value chain, from mine acquisition to end product to land restoration. Doing so did not only bring great benefit to the people and to the planet, but it also brought with it a competitive advantage to the company itself.

What is the dilemma or tough decision?
How can a company maintain its competitive advantage and personal growth as well as continue to meet to stakeholders’ needs while upholding its mission of best standards and collaborative efforts with other companies in the field?

Website where case study can be found:
https://www.iveycases.com/ProductView.aspx?id=51418

Honey Care Africa: A Tripartite Model for Sustainable Beekeeping

Company: Honey Care Africa
Publisher: Ivey
Call Number: 9B07M060
Year Published: 2009

The director and co-founder of Honey Care Africa (Honey Care) looks back over the six years of operations and describes the original business model and several sequential changes based on feedback from rural communities, partner organizations, and learning by doing through field operations. The case tackles alternative routes for scaling up the model in East Africa. Students are presented with several specific challenges which illustrate the growing tension between Honey Care's original commitment to the farmers and its prospects for international take-off, and are asked to propose alternative model reconfigurations to resolve this tension.

What is the dilemma or tough decision?
Potential opportunities and challenges in replicating the Honey Care model elsewhere

Website where case study can be found:
http://caseplace.org/d.asp?d=358

Manila Water Company

Company: Manila Water Co.
Publisher: Harvard
Call Number: 9-508-004
Year Published: 2007

In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an impressive and profitable performance, while Maynilad failed.

What is the dilemma or tough decision?
The opportunity to own the West concession

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/search/manila%2520water%2520company?Ntk=HEMainSearch&N=0

Patagonia

Company: Patagonia
Publisher: Harvard
Call Number: 9-711-020
Year Published: 2010

Patagonia produces high-quality environmentally friendly garments that command significant price premiums. Its environmental mission motivates it not only to donate to environmental causes and reduce the impact of its own production, but also to share its practices with other companies. In spring 2010, Patagonia was in the process of implementing a new, radical environmental initiative called "Product Lifecycle Initiative" (PLI). It constituted Patagonia's efforts to take responsibility for the products it made, "from birth to death and then beyond death, back to rebirth."

What is the dilemma or tough decision?
How can the company balance profits with a commitment to the environment?

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=2453174&R=711020-PDF-ENG&conversationId=106245

Reciclare: Rethinking the Future

Company: Reciclare
Publisher: SKE
Call Number: SKE-135
Year Published: 2009

In 2006, Reciclare, an association of scavengers of paper, cardboard and reusable materials founded by formerly homeless people from the city of Guariní, celebrated its 16th anniversary. Despite the experience it had gained over this time, its sustainability still faced countless challenges.

What is the dilemma or tough decision?
To take part in the public bidding process or not?

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1592168&R=SKE135-PDF-ENG&conversationId=105623

Tennant Company: Can “Chemical-Free” Be a Pathway to Competitive Advantage?

Company: Tennant
Publisher: Ivey
Call Number: 9B12M020
Year Published: 2012

The Tennant Company case is one that describes a floor-cleaning company that differentiated itself by introducing chemical-free cleaning equipment. Not only did it strategically evolve as an environmentally responsible sustainable business, it also used that same principle to its competitive advantage. By marketing its products as equally effective in performance, competitive in price and better for the environment, the revamp was a success to all involved parties.

What is the dilemma or tough decision?
Is a proven technology without any trades-off enough of a business proposition to meet customers’ expectations, investors’ ambitions, and the company’s goals? And if so, where do you draw the line?

Website where case study can be found:
https://www.iveycases.com/ProductView.aspx?id=53837

Sustainability at Tetra Pak: Recycling Post-Consumer Cartons

Company: Tetra Pak
Publisher: Ivey
Call Number: 9B12M069
Year Published: 2012

Tetra Pack India aimed to uphold its image of an environmentally responsible company by meeting its goals for recycling post consumer cartons (PCC). While Tetra Pack’s ‘Renew’, ‘Reduce’, ‘Recycle’, ‘be Responsible’ philosophy succeeded in other regions of the world, the particular geographical, socioeconomic and political climate in India posed various challenges. Tetra Pak India’s team redefined its strategy by forging partnerships and alliances with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments and organizations that champion the cause of the environment.

What is the dilemma or tough decision?
With ever-changing mindsets, increasing regulations and growing customer expectations, how can Tetra Pak face the future challenges to ensure that its success from the PCC recycling initiative can be sustained and scaled up?

Website where case study can be found:
https://www.iveycases.com/ProductView.aspx?id=55259

The Ambrose Hotel:Eco-labeling Strategy for Sustainable Lodging

Company: The Ambrose Hotel
Publisher: Oikos
Call Number: N/A
Year Published: 2009

The case traces the story of the Ambrose Hotel, a hotel based in California whose owner has invested in green practices and is interested in pursuing an eco-labeling strategy in order to better communicate her environmental achievements. It emphasises the difference between the adoption of environmental management practices and their communication through eco-labels. It highlights the challenges associated with the use of eco-labels as an environmental differentiation strategy when several emerging eco-labels are in competition.

What is the dilemma or tough decision?
How should Ambrose go about convincing customers that they are truly green?

Website where case study can be found:
http://www.oikos-international.org/academic/case-collection/inspection-copies/alphabetical-list/ambrose-hotel.html

Wal-Mart's Sustainability Strategy

Company: WalMart
Publisher: Stanford
Call Number: OIT-71
Year Published: 2007

In October 2005, in an auditorium filled to capacity in Bentonville, Arkansas, Lee Scott, WalMart's president and CEO, made the first speech in the history of WalMart to be broadcast to the company's 1.6 million associates (employees) in all of its 6,000+ stores worldwide and shared with its 60,000+ suppliers. Scott announced that WalMart was launching a sweeping business sustainability strategy to dramatically reduce the company's impact on the global environment and thus become "the most competitive and innovative company in the world." He argued that, "Being a good steward of the environment and being profitable are not mutually exclusive. They are one and the same."

What is the dilemma or tough decision?
Decision to make sustainability an important part of walMarts operations

Website where case study can be found:
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=70273&R=OIT71-PDF-ENG&conversationId=138822



Social Media
Weatherhead School of Management
Case Western Reserve University

10900 Euclid Avenue
Cleveland, Ohio 44106-7235 USA

216.368.2030

weatherhead@case.edu