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This note explains managing for stakeholders, an emerging view that, basically, businesses and the executives who manage them actually do and should create value for customers, suppliers, employees, communities, and financiers (or shareholders)--which contrasts with the dominant idea that businesses are to be managed solely for the benefit of shareholders. The note examines why the dominant model is no longer viable in today's business world and then goes on to define the basic ideas of managing for stakeholders (and why it solves some of the problems of the dominant model) and to sketch three primary arguments from ethical theory for adopting managing for stakeholders.

The author has examined common growth beliefs and the U.S. Growth Model and finds no support for them in any area of business research. He offers instead the Organic Growth Index, the result of ten years of research by the Batten Institute at the Darden School. Six keys to organic growth are presented and above-average growth companies that remained successful are linked to an internal Growth System called Smart Growth.

In January 2009, Herry Zudianto the Mayor of Yogyakarta was reflecting on the apparent failure of his first effort to involve the private sector in the financing and provision of municipal infrastructure. Seven years earlier the City had awarded a 30-year concession to a local private company to build and operate an intercity bus terminal. Earlier that month, the company had sent the Mayor a letter announcing its intention to return the concession on the grounds that the City had not lived up to its commitments. This case is designed to introduce Public-Private Partnerships (PPPs) to an audience that has limited prior exposure to them. The case brings out the various motives or goals for PPPs and the circumstances under which those goals are likely to be sensible and achievable. Case Number 1979.0

Supplement for case 113015.

Supplement for case 409021

Course Overview and Syllabus for RSME. This note outlines the learning objectives, course goals, module structure and class details along with the cases, dates and supplemental readings for the Running Small and Medium Size Enterprises (RSME), Winter Term 2013 course.

Austal, Ltd. was an Australian builder of high-speed passenger ferries. It had translated that expertise into a foothold in the defense market on the US Navy Littoral Combat Ship (LCS) program with an Alabama assembly facility. In January 2009 it had just completed the construction of its first LCS, but the global economic crisis put the company in a difficult position. Its commercial order book had dried up, yet it needed to preserve capabilities in its Australian workforce in now underutilized facilities near where its design capabilities were centered. Was this a short term problem, or had the commercial market changed forever? The (A) case examines possibilities that company might pursue to bridge the presumed gap until market conditions improve, and the (B) case recounts some of those choices. The case focuses on the question of the importance for Austal to maintain manufacturing close to its design center, and how will it do this as its center of gravity increasingly shifts to other regions?

Supplement for case 613025

Managers at Cabot Corporation are faced with deciding the future of its fuel cell program. The (A) case recounts the view of the business manager and the technical project lead, and the (B) case describes the perspective of a senior manager who is the head of the New Business Segment. Used in combination, the cases explore these very different perspectives, the different levels of subject matter expertise brought to the table by each team member, and they highlight the criteria and decision-making process used by the management of the company.

Supplement for case 613066

Supplement for case 805002

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

Financial Accounting Foundation chairman Jack Brennan is under pressure from private-company interests to set up a new body-the Private Company Council-to determine separate GAAP for private companies. PCC advocates-including the US Chamber of Commerce-argue that traditional US GAAP has too many disclosure and fair-value requirements that impose very high compliance costs on private companies. But there are influential players-including the Big Four auditors-who oppose creating the PCC. They argue that the compliance costs of traditional GAAP are the price of high-quality accounting standards. Balancing these powerful interests, Brennan must make a decision on the PCC; at stake is US GAAP's ability to facilitate capital allocation decisions in the economy.

Supplement for case 712480. On the evening of March 11, 2011, Mayama Fumihiro, the Managing Director of Ishinomaki Kouwan Hospital knew that it would be a long, cold night. The 103 staff members and 162 patients and families were huddled on the top two floors of the four-story hospital, where they had gone to escape three tsunami waves that had destroyed the first floor and part of the second floor.

Supplement for case 712480. CEO Niinami Takeshi (HBS '91) stared out his corner office window as the Tokyo skyscrapers swayed and the concrete trembled. He was in the midst of the largest seismic event to hit Japan in recorded history. Lawson's managers understood earthquake response. They had prior experience from the earthquakes in Kobe (1995), and Chuetsu (2007).