This case focuses on Lemon Tree Hotels, a leading Indian hotel company that employs large numbers of people with disabilities and other socially marginalized groups including orphans, divorcees, widows, survivors of acid attacks, and members of the transgender community. Unlike other hoteliers, Lemon Tree puts these "opportunity deprived Indians" (ODIs) in front-line positions. Launched in 2007 as a charitable endeavor, this unusual human resources strategy (Inclusion Program) has evolved and is now an integral part of Lemon Tree's business model and a source of competitive advantage. The case centers on Lemon Tree Vice President, Aradhana Lal, the program's chief architect. She has just received surprising news from the company's chairman and founder: He is considering expanding Lemon Tree's international footprint by entering the U.S. hotel market and would like to replicate the Inclusion Program there. He asks for her advice. Lal finds the idea intriguing yet sees major strategic, operational, and financial challenges and risks. Students will gain knowledge not only of the various corporate disability and inclusion initiatives being undertaken in the hospitality sector, but how diversity, equity, and inclusion (DEI) programs can be a source of competitive advantage for companies in a variety of consumer-facing industries.

First Place Winner; DEI Global Case Writing Competition. With Johnnie Cochran Jr. and John Wooten, civil rights attorney Cyrus Mehri formed the Fritz Pollard Alliance to advocate for National Football League coaches of color. Their efforts resulted in the NFL adopting the Rooney Rule prior to the 2003 NFL season in order to increase representation of coaches of color in the head coaching ranks. Subsequently, Mehri lobbied the NFL to improve the rule (e.g., applying it to additional coaching positions) while also working with (and against) companies to implement similar policies. The rule became one of the most prominent diversity initiatives in the United States, with employers such as Amazon, Facebook, the City of Pittsburgh, and the University of Texas System adopting variations of it. In 2021, however, nearly two decades after the Rooney Rule's implementation, the total number of NFL head coaches of color was three-the same number as in 2003, when the rule took effect. Frustratingly for Mehri and his colleagues, two top applicants of color-the two offensive coordinators in the most recent Super Bowl, Eric Bieniemy of Kansas City and Byron Leftwich of Tampa Bay-were passed over for all seven head coaching vacancies after the 2020 season. The ongoing debate about the rule's effectiveness intersected with a pivotal moment in U.S. history. Corporate America, prompted by the Black Lives Matter movement and protests following the 2020 killing of George Floyd in police custody, had allocated billions of dollars to addressing racial injustice. Many more organizations would be considering personnel policies modeled after the Rooney Rule. Was the Rooney Rule really a best practice in diversity, equity, and inclusion (DE&I)? Had Mehri, through his consulting firm Working IDEAL, identified practices that might strengthen or replace the Rooney Rule?

As Joseph Biden began his presidency in early 2021, he was faced with the enormous task of balancing his more centrist tendencies with the increasingly activist part of his coalition. More generally, he would need to understand the forces that contributed to subpar economic performance and to redirect government efforts to supporting a market economy that benefitted all Americans. To do so, he would need to understand the arguments for and against government intervention in a variety of contexts.

In 2020, the EtonHouse International Education Group (EtonHouse) celebrated its 25th anniversary. Under the leadership of Ng Gim Choo, founder and managing director, EtonHouse has become a renowned education provider noted for its well-designed inquiry-based curriculum. Since its initial expansion in Singapore, the institution has spread across the world. Throughout its history, EtonHouse has faced many crises. However, employing paradoxical leadership, Ng has managed to accommodate conflicting demands and guide EtonHouse away from adversity. In early 2020, the coronavirus pandemic (COVID-19) posed an unprecedented challenge to EtonHouse. In addition to developing business strategies in response to COVID-19, Ng has been considering whether the time is ripe for handing over the reins to Ng Yi Xian, her son and EtonHouse successor. This multifaceted case study focuses on paradoxical leadership, women entrepreneurship, crisis management, and family business succession. It presents the entrepreneurial journey of a female protagonist, Ng, who established EtonHouse out of a passion for education and illustrates how she successfully addressed paradoxical challenges and navigated the company through crises. The dilemmas addressed in this case study concern whether Ng should delegate authority to her son to manage the COVID-19 crisis, and which EtonHouse should take to cope with COVID-19.

This case delineates how Fotile Group (hereinafter "Fotile") continuously upgraded its vision, mission and broader cultural system in its pursuit of becoming a "great company" and "delivering happiness to millions of families." Since its establishment in 1996, Fotile has attached great importance to corporate culture and invested substantial efforts to develop and transform its culture. Having gone through four main stages of exploration and development, Fotile devised a unique cultural system combining traditional Chinese culture with Western management theories. Since then, Fotile's unique culture has guided internal management. An employee management system promoted benevolence by providing love and care while assisting staff in finding material and spiritual fulfillment. In addition, Fotile's broadly-held consensus that "Culture is business" instructed the product development team to prioritize customers' happiness over profits and convey the firm's values via innovative and user-friendly products.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 1 begins with offering a short history of the evolving social and moral expectations regarding business, including the Ten Principles of the United Nations Global Compact. Consensus thinking in the Ten Principles helps to clarify rather than solve controversies surrounding a manager's role in the triple bottom line. Nevertheless, there are challenges with the Ten Principles, and managers and businesses should develop new competencies to help themselves create the triple-bottom-line value. Managers should be prepared to manage both for the risks and rewarding opportunities in terms of people (the direct impact the corporation has on its employees), the planet (the responsibility companies have toward the environment), and profit (sustainable value creation). Each of these three categories is discussed in depth. Johansen's ten new leadership skills are also outlined.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 2 introduces various frameworks and tools to understand the challenges of redesigning an organization for sustainability. One framework is the sustainability hexagon, which has expectancy, energy, ethics, essential materials, ecosystem, and economics as its six pillars of sustainability. Sustainability visions should always be defined first in the redesigning process. Reassessing strategies, redesigning value chains, and redesigning jobs are all next steps. When trying to instill a positive attitude toward sustainability, two main challenges are the interdisciplinary nature of the subject and people's various ideological positions. Framing sustainability issues in terms of stakeholders, resources, history, outcomes, or ideology can help promote sustainable innovation and design. Understanding the physical world is also useful in enhancing sustainability in the whole value chain.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 3 argues that privileging profit maximization is incompatible with sustainable development. Profit maximization tends to lead to inefficient tradeoffs and self-reinforcing systemic imbalances, which could then threaten economic and social institutions. Three premises are offered to see why this is the case: The purpose of modern organizations is to create economic value; economic value flows to capital, consumers, and/or labor; and transferring value between societal groups is not the same as creating economic value. A brief counterargument is provided. Shareholder maximization is incompatible with sustainable development because there isn't a distinction between creating or transferring value, companies can focus on transferring value rather than creating it, and value transfer can lead firms to make inefficient tradeoffs, which then contribute to social problems.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 4 explores the concept of corporate citizenship and its contributions to responsible, sustainable, and humanistic management. Three new ways to understand corporate citizenship are offered: Corporate citizenship can be seen as strategic because it contributes to the long-term sustainable development of business and society; the inclusive approach involves all activities addressing the expectations of various stakeholders; and the political approach discusses the role of corporations as governments. Globalization has been a driving force behind corporate citizenship. Masi Agricola and CMS Group are offered as two examples of applications of strategic corporate citizenship.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 5 looks at the importance and multiplicity of corporate impacts-points of connection between a business and its stakeholders. These impacts influence a company's ability to co-create value with multiple stakeholders at the same time. Two case studies are provided that highlight the various impacts of a corporation on multiple stakeholders simultaneously. Four areas of impact are explored: financial and risk-based, employees in the workplace, products and production, and communities' trust via information sharing. Multiplier effects, such as the extended value chain, transform how businesses create and destroy value. This chapter attempts to create a positive feedback loop integrating impact into business narratives. Value creation includes financial, employee, and consumer impacts. Corporations are in a unique position to co-create value with multiple stakeholders due to their scale, scope, and resources.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 6 discusses the importance and impact of cultural diversity. Understanding various types of cultural diversity and how social identities may unconsciously impact employees' recruitment, performance, and retention will help managers foster inclusivity in the workplace. Creating more inclusive workplaces is a moral imperative and brings advantages of a diverse workforce. Lack of awareness about cultural diversity leads to a less talented work pool, increased organizational turnover costs, and lower business competitiveness. Various aspects of diversity and how to promote them are discussed, including gender, race, socioeconomic status, age, and marital and parental status. It will continue to be essential for global managers to understand how to attract and retain top talent regardless of demographics and help those of differing identities work together effectively.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 7 argues that resolution of sustainability issues under a resource-constrained environment can be accomplished with design thinking and bricolage practices. Bricolage refers to making do with current resources and creating new forms and order from tools and materials at hand. Ecopreneurship is entrepreneurship through an environmental lens where sustainability is essential in motivating its basic approach. Specific challenges ecopreneurs face are described. Material and ideational bricolage are compared, and resource management theories are presented. A new approach integrating bricolage, design thinking, and creative self-efficacy is offered; this approach can be used to address environmentally sustainable issues.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 8 highlights challenges social entrepreneurs (SEs) face while promoting their cause, the range of sustainable products offered, and their goal of convincing potential customers that their products are good for the customer, society, and the environment. Marketing and social entrepreneurial business models can assist in achieving sustainable development goals. To balance the consumers' need for high-quality products and the SEs' goals of environmental safety and societal well-being, finding a middle ground is essential. This includes educating consumers, adopting professional marketing techniques, and creating customized communication for stakeholders. Sustainable consumerism is increasingly becoming the norm; entrepreneurs and managers working with sustainability-related products need to rethink their marketing strategy.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 9 explores the concept of synergy-a gain in performance attributable to group interaction. The behavior approach to creating synergy tries to measure how individual behavior is influenced by interaction; the humanistic approach presented in this chapter considers the idea that positive synergy can be created if interactions foster trust. This trust can motivate team members to take an active role in achieving a common goal. Creating positive synergy starts with recognizing that teams are communities of people tied together by a common objective. How people are able to flourish via social interaction is part of that interaction's positive outcome. How to build interpersonal trust and the character traits needed for it are discussed.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 10 discusses the importance of corporate social responsibility (CSR) reporting. A brief history of CSR reporting and how it has evolved and grown is provided. CSR reporting can be transformed into sustainability reporting in three stages: carrying out tactical actions related to specific issues, finding commonalities between issues, and integrating a sustainability strategy framework and reporting with a company's business strategies and stakeholder's expectations. All three stages are explored. The materiality assessment process is also outlined, including the need to define reporting boundaries, prioritize issues, and revise. Sustainability reporting will only become more widespread and less voluntary in the future.

Sustainable development-organizing an organization in a way that it can function in the long term-began gaining global attention in 1983 when the United Nations created the Brundtland Commission to offer various ways to save the human environment and natural resources and promote economic and social development. Corporate sustainability not only depends on the business's ability to function over a long period but also on sustainable relationships with stakeholders. This text offers a comprehensive perspective covering salient aspects of sustainable development with chapters contributed by experts from various countries. It provides guiding principles and tools for transformation and generates knowledge about sustainable organizational designs, sustainable business models, co-creating value with multiple stakeholders, and organizational transformation for sustainability. Written for students, faculty, researchers, professionals, and practitioners in the corporate world, this book will be a valuable resource in promoting sustainable development. Chapter 11 provides a framework for effectively organizing with a focus on the Purpose-Process-People. Industrial-era organizations relied on the economics-driven approach; however, that approach isn't an appropriate fit for information-era organizations. Rather than using a hierarchy- and control-based organizing structure, businesses should use a flat, networked, trust-based structure, which democratizes the process of recognizing problems and creating solutions. This, in turn, results in new roles for managers at all levels of the company. Various businesses are offered as examples in using this new way of organizing.

Big data continues to gather increasing interest in the business press as well as within the management literature. While this interest has spilled over into the realm of human resources (HR) management, solid evidence of its positive performance impacts is lacking. I explore three possibilities for this lack of evidence: (1) HR possesses big data but largely lacks the ability to use it; (2) HR does not actually possess big data; and (3) big data is generating value for HR and positively affects organizational performance, but the winners in the race to utilize big data in HR are not publicizing their successes. Following this, I discuss current forms of big data implementation, highlighting an evolutionary progression of implementations in various settings and emphasizing the importance of balancing deductive with inductive analytical approaches. Finally, I discuss conditions under which big data may hold greater value for the HR function, and I suggest ways managers and organizations can make the most of big data.

In 2019, BlackRock CEO Larry Fink, Apple CEO Tim Cook, and the other 179 CEO members of the Business Roundtable argued that the purpose of a corporation must reflect not only the fiduciary interests of owners but also the varied interests of all stakeholders: employees, customers, partners, and broader society. This idea challenges a decades-old norm of shareholder primacy, so it is reasonable for organizational leaders to wonder whether doing so is truly in their firms' best interests, and if so, how to implement this approach to leadership. To answer these questions, we draw on over 200 peer-reviewed articles covering leadership research to demonstrate how servant leadership, a stakeholder-focused approach to management, outperforms other leadership approaches across both shareholder and stakeholder criteria. We leverage case studies of organizational leaders from SAS, Zappos, Starbucks, and Jason's Deli, financially successful organizations that exemplify how managers provide value and sustainability to stakeholders and shareholders through servant leadership. We also include practical steps managers can take to begin putting this form of leadership into practice.

As government-mandated lockdowns and steep declines in trade set in because of the COVID-19 pandemic, a common theme became apparent in the advertising of the time: It was all the same. Regardless of the product category or brand personality, many ads were remarkably similar. They began with melancholy music, voiceovers reminding the audience that the brand is here for them, and referred to these times as "unprecedented" and "extraordinary." Ads reassured viewers that "together, we can get through this." In this installment of Marketing & Technology, we articulate the problem of advertising sameness and explore how and why it likely arises during a time of crisis. We then discuss why advertising uniformity is a problem and present a series of strategic, media, and creative considerations - taking into account the constraints of a crisis - to help marketing professionals produce more effective advertising in the context of a disaster.

Artificial intelligence (AI) is fundamentally changing organizational decision-making processes. With the abilities to self-learn and to improve decision quality, AI is now taking over many decision responsibilities that were formerly assigned to humans alone. However, the effectiveness of AI for ill-structured and uncertain decision environments is still in question. In such decision contexts that have no precedent on which to base a solution, humans have historically relied on their intuition to make decisions. Yet intuition, too, has been found to have weaknesses that restrict decision quality. Therefore, this article introduces a decision-making model that effectively integrates the strengths of both intuition and AI while minimizing the vulnerabilities of each method. The model specifies when and how both modes should be combined for effective organizational decision-making. In addition, the article presents important future research considerations relating to AI for both practitioners and academics.