Michael Finney, CEO of US-domiciled Deltrix Lumberjack, pitched his company's logging equipment to an Indonesian logging firm. Indonesian regulation required all quotations to be denominated in Indonesian Rupiah (IDR). Amidst intense competition, Michael improved his quotation from IDR equivalent to US$4.85 million, to that equivalent to US$4.70 million. This would result in a razor-thin margin for the company as a mere 10% depreciation of the IDR could wipe out Deltrix's US$ profits for this transaction. Michael tasked his treasurer, Dan Martin, to study the recent trend of the US$-IDR exchange rate and to recommend whether Deltrix should hedge the IDR receivables, due six months later, if Deltrix's tender was successful. And if Dan's recommendation was to hedge, whether hedging using the onshore or offshore IDR forward market would be more effective. Offshore hedging would be executed via the IDR Non-Deliverable Forward (NDF) market. A NDF, unlike the traditional forward transaction, would not involve exchange of principals in the two currencies. NDFs were settled via the payment of a Settlement Amount (similar to profit of forwards), which together with the spot transaction to be effected at maturity, would result in a (non-perfect) hedge of the amount of US$ to be converted.

The chief executive officer (CEO) of Freshii Inc., a leading Canadian-based, international franchised restaurant chain, had developed a distinctive corporate culture at the restaurant's head office. In July 2017, Freshii was expanding its healthy food, fast casual restaurants at the rate of about one store per week, and the CEO wanted to ensure a common culture in the chain's ecosystem. The task fell to the chief people officer to develop a plan that would take into consideration three developments that were relevant: the chain was on the verge of exponential growth; it was transforming from a restaurant brand to a health and wellness brand; and it was entering new lines of business by partnering with retail chains and airline companies. Given the diverse cultures at the store level, how could Freshii ensure a consistent corporate culture across the Freshii ecosystem? And how could Freshii convert its corporate culture to become both a sustainable and scalable competitive advantage?

In November 2016, the two co-founders of the Delhi-based Greenco Enterprises India Pvt. Ltd. were getting ready to launch a range of frozen snacks in the competitive Indian market. Their strategy was to penetrate the already established non-vegetarian frozen snacks market with fast-moving popular products and grow the vegetarian frozen snacks market with differentiated offerings. As the January 2017 launch date approached, they had to get their pricing and distribution strategy in place. For a new brand with a limited budget, securing shelf space was a challenge. The two founders wondered whether the company should focus all of its efforts on building a retail brand in the business-to-consumer segment, or whether it should consider institutional sales in the business-to-business space. How could the initial investment and running costs be balanced with the need to stay competitive in the market?

The purpose of this case is to look at FarmFriend's product market fit. The case examines how the FarmFriend founding team evaluated various business models through extensive market research and ultimately decided to launch a marketplace that matched farmers to pilots that offered drone spraying services. Students will also be introduced to various go to market strategies that were used to address this target market. Students will also gain an understanding of the challenges a company faces to ensure product market fit.

How can policymakers and business leaders address AI and automation's potential for widespread labor market displacement? This case examines potential policy responses, looking closely at the United States' existing social safety net and the impacts of implementing Universal Basic Income or a federal job guarantee.

In Spring of 2018, Chris Ailman, CIO of the $200 billion pension plan for California public school teachers (CalSTRS) was mandated by his board to "prioritize engagement with makers and retailers of firearms in California" following a series of gun-related tragedies in schools. While CalSTRS had a long history of engagement and even divestment, as a fiduciary for the retirement assets of current and future teachers, calls for values-motivated screening or divestment always posed an inherently complex challenge. Having spearheaded the development of Principles for a Responsible Civilian Firearm Industry released on November 14, 2018, Chris Ailman and his team had to decide what to do next.

The chief executive officer (CEO) of Freshii Inc., a leading Canadian-based, international franchised restaurant chain, had developed a distinctive corporate culture at the restaurant’s head office. In July 2017, Freshii was expanding its healthy food, fast casual restaurants at the rate of about one store per week, and the CEO wanted to ensure a common culture in the chain’s ecosystem. The task fell to the chief people officer to develop a plan that would take into consideration three developments that were relevant: the chain was on the verge of exponential growth; it was transforming from a restaurant brand to a health and wellness brand; and it was entering new lines of business by partnering with retail chains and airline companies. Given the diverse cultures at the store level, how could Freshii ensure a consistent corporate culture across the Freshii ecosystem? And how could Freshii convert its corporate culture to become both a sustainable and scalable competitive advantage?

In November 2016, the two co-founders of the Delhi-based Greenco Enterprises India Pvt. Ltd. were getting ready to launch a range of frozen snacks in the competitive Indian market. Their strategy was to penetrate the already established non-vegetarian frozen snacks market with fast-moving popular products and grow the vegetarian frozen snacks market with differentiated offerings. As the January 2017 launch date approached, they had to get their pricing and distribution strategy in place. For a new brand with a limited budget, securing shelf space was a challenge. The two founders wondered whether the company should focus all of its efforts on building a retail brand in the business-to-consumer segment, or whether it should consider institutional sales in the business-to-business space. How could the initial investment and running costs be balanced with the need to stay competitive in the market?

Two friends started the company Whizz in 2013 with a fleet of seven cars and a team of 12 people in Delhi. Within three years, Whizz had increased its fleet to 2,200 cars, capturing approximately 60–70 per cent of the Indian car rental market. The company had ambitious plans to expand to other cities with the rapid growth in the industry and increasing disposable incomes among millennials—the typical Whizz customer group. When one partner quit for personal reasons, the other was left to manage the company’s marketing and business development divisions, and to secure new funding. Although Whizz was the first mover in the Indian market, it had not seen a profit since its inception, and now, in 2016, pressure was increasing, with Whizz's organized competitors having similar ambitious expansion plans. The remaining partner had to decide how to address these challenges and manage the risks of his business model, while maintaining operations and making a profit.

Two friends started the company Whizz in 2013 with a fleet of seven cars and a team of 12 people in Delhi. Within three years, Whizz had increased its fleet to 2,200 cars, capturing approximately 60-70 per cent of the Indian car rental market. The company had ambitious plans to expand to other cities with the rapid growth in the industry and increasing disposable incomes among millennials-the typical Whizz customer group. When one partner quit for personal reasons, the other was left to manage the company's marketing and business development divisions, and to secure new funding. Although Whizz was the first mover in the Indian market, it had not seen a profit since its inception, and now, in 2016, pressure was increasing, with Whizz's organized competitors having similar ambitious expansion plans. The remaining partner had to decide how to address these challenges and manage the risks of his business model, while maintaining operations and making a profit.

This case consists of conversations with six prominent venture capital investors in the United States. The topics covered include investment strategies and relationships with entrepreneurs in the United States and around the world.

The purpose of this case is to look at Aerobotic's product market fit. The case examines how the Aerobotics founding team determined the best way to approach the agricultural drone market in South Africa. It also highlights how the team evaluated pricing and which markets/partnerships to initially pursue. Students will also be introduced to various go to market strategies that were used to address this target market. Students will also gain an understanding of the challenges a company faces to ensure product market fit. The case also looks at the company from an investor's point of view.

Globalization increasingly brings businesses and legal providers together. With the help of lawyers, savvy businesspeople can complete complicated international transactions or create multinational networks of related corporations. This isolates risk, facilitates local business transactions, and carefully tailors localized ownership structures. However, these globalization activities can also facilitate activities such as international jurisdiction shopping, tax evasion, money laundering, and even terrorist financing. The resultant challenges undermine the ability of all parties to both compete and pursue ethical behavior across national markets. This article develops a framework for analyzing international business and legal ethics. Specifically, we focus on four key topics: (1) how globalization impacts both business and legal ethics; (2) the special role played by national interests in shaping the applicable ethics and legal standards; (3) a framework to explain how the configuration of international business networks and related legal services can have dramatic ethical implications; and (4) applicable issues identified in the Panama Papers and the Paradise Papers.

Corporate social responsibility (CSR) is a laudable goal for multinational enterprises (MNEs) because of the significant positive impact they can bring to the society and environment around the world. However, there are significant challenges to the practice of CSR in MNEs. This article discusses two major barriers to CSR that are especially significant for MNEs: leaders'attitudes and cultural variance. We then apply insights from Rest's ethical decision-making and cross-cultural research to offer guidance to leaders of MNEs to implement CSR in their organizations. We present a multistep process by which leaders first reflect on and clarify what goals they want to accomplish in the realm of CSR and then how to build consensus for those goals and modify them to incorporate the values and beliefs of local constituents.

The Economist recently declared that digital information has overtaken oil as the world's most valuable commodity. Big data technology is inherently global and borderless, yet little international consensus exists over what standards should govern its use. One source of global standards benefitting from considerable international consensus might be used to fill the gap: international human rights law. This article considers the extent to which international human rights law operates as a legal or ethical constraint on global commercial use of big data technologies. By providing clear baseline standards that apply worldwide, human rights can help shape cultural norms-implemented as ethical practices and global policies and procedures-about what businesses should do with their information technologies. In this way, human rights could play a broad and important role in shaping business thinking about the proper handling of this increasingly valuable commodity in the modern global society.

In the last decade, scholars in the field of organization and management studies have expressed interest in responding to economic inequality, a phenomenon that led to what some commentators label the crisis of capitalism. While engagements with this topic offered important insights into how organizations are implicated in the propagation of economic inequality, researchers have not yet sufficiently considered the broader, though equally as pertinent, normative question: When is economic inequality justified? This article uses John Rawls' theory of justice to respond to this question and contends that Rawls provides the philosophical foundation from which to consider the conditions under which economic inequality could be considered fair and just. To animate its conceptual ideas, I present shared capitalism as one form of arranging compensatory systems in contemporary labor relations that would maintain economic inequality, though in a way that would be consistent with Rawls' conception of justice.

Corruption at the firm level is a very complex issue better understood within its cultural, national, and historical contexts. Using Ukrainian firms as an example via two data sets from 2013 (n = 625) and 2015 (n = 120), we describe two types of corruption: (1) the abuse of power by individuals or groups for private gain, and (2) abuse of power by CEOs and general managers not for their own private gain, but for the gain of other individuals or groups. The latter abuse of power-either within or beyond the existing rules, laws, and norms-is often the only way to get things done in Ukraine. On the other hand, corruption might also be used to hinder business activities. This ambivalent function is the main challenge in mitigating corruption.