In October 2019, BYD Company Limited (BYD), a leading Chinese company in the new energy vehicle industry, was pursuing the goal of building a business ecosystem. The firm and its partners jointly launched a blockchain-enabled green ecosystem that delivered new value to customers by issuing carbon points to users who had made efforts to reduce their daily carbon emissions. Users could spend carbon points at partner merchants and get rewards. Blockchain, as the core infrastructure of the project, provided an ideal environment to cultivate a healthy and efficient business ecosystem that benefitted all stakeholders, including the firms, its users, and the environment. With the program still in its early stages, how could BYD and its partners further utilize the green ecosystem's potential to achieve greater economic and environmental value?

In 2019, the president of On Track St. Thomas (OTST), was considering the future of St. Thomas Elevated Park, a public park built on an abandoned railway bridge and now under the care of OTST. The park was built after much lobbying and community fundraising, and a decision had to be made on its future. What was going to happen to the park? Who would take responsibility for it? The president's options were to recommend a gift of it to the city of St. Thomas, create a paid membership for members of the community, or attract corporate sponsors.

In part A of the case, Melissa Law was offered a position as a human resources operations manager only a few weeks after completing her final course in a graduate industrial relations program at a prestigious Canadian university. She was ecstatic when Elias Ferenc, the person she would report to, offered her the position. Her enthusiasm, however, was quickly deflated when Elias expressed his reservations about hiring her. He worried that she would rely to heavily on her formal education rather than getting to know her new work environment and the employees that she managed, many of whom had significantly less formal education than she did. Melissa had to make a quick decision about the job offer. How would she respond to Elias? In Part B of the case, after Melissa accepted the position, she was challenged with making changes in a workplace where the staff members were much older, with much lower formal education. How would she relate to employees that would be reporting to her?

Supplement to case W20642 In part A of the case, Melissa Law was offered a position as a human resources operations manager only a few weeks after completing her final course in a graduate industrial relations program at a prestigious Canadian university. She was ecstatic when Elias Ferenc, the person she would report to, offered her the position. Her enthusiasm, however, was quickly deflated when Elias expressed his reservations about hiring her. He worried that she would rely to heavily on her formal education rather than getting to know her new work environment and the employees that she managed, many of whom had significantly less formal education than she did. Melissa had to make a quick decision about the job offer. How would she respond to Elias? In Part B of the case, after Melissa accepted the position, she was challenged with making changes in a workplace where the staff members were much older, with much lower formal education. How would she relate to employees that would be reporting to her?

In 2016, Grupo Vidawa, a small Colombian software company, launched KANAN Cloud, a freemium software service targeted at small- and medium-sized businesses. The software aimed to help these businesses meet new occupational health and safety (OHS) regulations that were to come into effect in January 2017. A year after launch, KANAN Cloud had only 500 free users and six paying customers. Software use was also extremely low. A few circumstances seemed to explain these results: the OHS regulations appeared overly complex to most small business owners, the regulations kept changing throughout 2017, and the OHS service market became saturated with cheap "quick fix" offers that did not meet legal requirements but fit the immediate needs and tiny budgets of many small businesses. Given this, Grupo Vidawa had to decide the next steps for KANAN Cloud.

This case describes the background to an upcoming negotiation between a Chinese social entrepreneur (Jamie Zheng) and a venture capitalist (Chris Liu). Case (A) lays out the situation from the perspective of Jamie, who is trying to attain first-round investment in order to better grow Smart Health, which was founded by Jamie. However, Jamie's purpose for the firm includes not only the pursuit of profit but also a desire to have a social impact by making life easier for the elderly. This provides a potential conflict, as Jamie's social purpose may impede the company's commitment to the pursuit of profit. After negotiating with five investors, Jamie still could not reach an agreement, especially with Smart Health's social goal being an important condition for its future development. However, Jamie is optimistic heading into this meeting with Chris, as Jamie believes Chris shares the same vision and understands the unique nature of Smart Health as a social enterprise. Case (B) presents the perspective of Chris, who, on a personal level, likes Jamie's idea of helping the elderly. However, as a traditional venture capitalist and an agent of XYZ Capital, Chris understands the importance of investing in firms based on their potential profitability. Therefore, Chris needs to ensure a sound return on investment, which includes some control over how the firm makes financial decisions in the future. Students will be asked to play the role of either Jamie or Chris and negotiate on how they can come to an agreement on the venture capital firm's potential investment in Smart Health and what degree of control the venture capital firm should have over Smart Health, in order to ensure it meets its financial obligations. They must haggle over one issue-social purpose. The key question for this negotiation is: How does one reach a deal when there is more than just a financial incentive at stake? How does one negotiate when the social purpose of the firm is among the issues at hand?

This case describes the background to an upcoming negotiation between a Chinese social entrepreneur (Jamie Zheng) and a venture capitalist (Chris Liu). Case (A) lays out the situation from the perspective of Jamie, who is trying to attain first-round investment in order to better grow Smart Health, which was founded by Jamie. However, Jamie's purpose for the firm includes not only the pursuit of profit but also a desire to have a social impact by making life easier for the elderly. This provides a potential conflict, as Jamie's social purpose may impede the company's commitment to the pursuit of profit. After negotiating with five investors, Jamie still could not reach an agreement, especially with Smart Health's social goal being an important condition for its future development. However, Jamie is optimistic heading into this meeting with Chris, as Jamie believes Chris shares the same vision and understands the unique nature of Smart Health as a social enterprise. Case (B) presents the perspective of Chris, who, on a personal level, likes Jamie's idea of helping the elderly. However, as a traditional venture capitalist and an agent of XYZ Capital, Chris understands the importance of investing in firms based on their potential profitability. Therefore, Chris needs to ensure a sound return on investment, which includes some control over how the firm makes financial decisions in the future. Students will be asked to play the role of either Jamie or Chris and negotiate on how they can come to an agreement on the venture capital firm's potential investment in Smart Health and what degree of control the venture capital firm should have over Smart Health, in order to ensure it meets its financial obligations. They must haggle over one issue-social purpose. The key question for this negotiation is: How does one reach a deal when there is more than just a financial incentive at stake? How does one negotiate when the social purpose of the firm is among the issues at hand?

This case focuses on the challenges and key decisions facing Winner Technology Co., Ltd. (hereinafter referred to as Winner Technology or Winner) when shifting from selling brick-and-mortar retailers traffic analytics systems to providing them with big data services. Founded in 2004, Winner Technology had become the leader in the Chinese traffic analytics system market. However, with shifting consumer behaviors and the recent advancement of technologies such as big data and artificial intelligence, Zhang Hongjun, Chairman and CEO of the company, was keenly aware that simple traffic data analytics could not keep up with retailers' growing needs, while the application of big data in the retail industry brought about tremendous opportunities. Therefore, in 2015, Winner Technology established winneryun.com, a platform to marshal traffic data in the Chinese retail industry, and launched enhanced big data services based on these data resources at the end of 2018. However, the new big data services have received mixed responses from the market. Zhang and his executive team have identified two fundamental issues that the company needs to address: What kind of revenue model should be adopted for big data services? And how can Winner cultivate the market?

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.

This series of six short two-part cases ("caselets") is written to highlight workplace dynamics faced by women professionals. Women represent about half of the global workforce but they face distinct workplace issues compared to men. We will examine some of these issues through these caselets, which are written from the personal perspectives of the protagonists. They are real-life stories that many should be able to relate to. Although all the protagonists are women, this does not mean that the lessons are not applicable to men. Men and women work alongside one another at the workplace and men play a critical role in shaping women's workplace experience. Throughout the case discussions, the perspectives of men will be immensely valuable. We recognise that the instructor cannot possibly do justice to these cases in a 90-minutes class. It is also not our goal to solve the larger social and gender issues that are implicated in these cases. Our aim is primarily to help students better appreciate the challenges women face, and collectively think of ways to handle them.