On November 21, 2018, the Italian luxury fashion brand Dolce & Gabbana (D&G) cancelled a show that was scheduled to take place in Shanghai, China, after controversial video advertisements and private Instagram messages, allegedly sent by Stefano Gabbana himself, went viral. The videos were seen by many to be racist, and they resulted in subsequent boycotts by Chinese celebrities and consumers. As D&G struggled to regain market share in China and suffered huge financial losses, major Chinese e-commerce companies such as Alibaba Group Holding Limited and JD.com Inc. joined the boycott by dropping the brand from their platforms. The Chinese luxury market was large and growing, and experts warned that the brand's profits would suffer from this mistake. What mitigation strategy or actions could D&G undertake to repair the damage done to its reputation, especially in China?

On November 21, 2018, the Italian luxury fashion brand Dolce & Gabbana (D&G) cancelled a show that was scheduled to take place in Shanghai, China, after controversial video advertisements and private Instagram messages, allegedly sent by Stefano Gabbana himself, went viral. The videos were seen by many to be racist, and they resulted in subsequent boycotts by Chinese celebrities and consumers. As D&G struggled to regain market share in China and suffered huge financial losses, major Chinese e-commerce companies such as Alibaba Group Holding Limited and JD.com Inc. joined the boycott by dropping the brand from their platforms. The Chinese luxury market was large and growing, and experts warned that the brand's profits would suffer from this mistake. What mitigation strategy or actions could D&G undertake to repair the damage done to its reputation, especially in China?

In 2018, a dealership facilitator needed to decide whether to continue implementing the Thumbs Up application (app) at Lakeside Automotive Ltd., a family-owned car dealership in the Greater Toronto Area. The Thumbs Up app was a digital tool that enabled employees to recognize each other's good work by sending digitalized badges. The dealership facilitator had introduced this app in an effort to future-proof the organization by leveraging information technology such as digital communications. The move toward more digital communication was also a strategic activity in light of the company’s upcoming relocation and expansion. While some employees acknowledged the value and convenience of this digital tool, others believed it was “a waste of time. How should the dealership facilitator decide on the future of the Thumbs Up app? If she decided to retain the app, how could she improve its effectiveness?

In 2018, a dealership facilitator needed to decide whether to continue implementing the Thumbs Up application (app) at Lakeside Automotive Ltd., a family-owned car dealership in the Greater Toronto Area. The Thumbs Up app was a digital tool that enabled employees to recognize each other's good work by sending digitalized badges. The dealership facilitator had introduced this app in an effort to "future-proof" the organization by leveraging information technology such as digital communications. The move toward more digital communication was also a strategic activity in light of the company's upcoming relocation and expansion. While some employees acknowledged the value and convenience of this digital tool, others believed it was "a waste of time." How should the dealership facilitator decide on the future of the Thumbs Up app? If she decided to retain the app, how could she improve its effectiveness?

At the end of 2017, the human resources director at Yuanbo Education Group, a fast-growing educational service enterprise located in Shanghai, China, was struggling to calm down the managers, who were complaining about their salaries. Managers of the established business units were paid a relatively lower base salary but often with a sizable bonus tied to a revenue target. In contrast, the new hires for the recently established business units were paid a much higher base pay but with little or no bonus available. Both veteran and new managers were dissatisfied with their pay structure. The human resources director knew that he needed to take action soon. But what should he do and where should he start?

At the end of 2017, the human resources director at Yuanbo Education Group, a fast-growing educational service enterprise located in Shanghai, China, was struggling to calm down the managers, who were complaining about their salaries. Managers of the established business units were paid a relatively lower base salary but often with a sizable bonus tied to a revenue target. In contrast, the new hires for the recently established business units were paid a much higher base pay but with little or no bonus available. Both veteran and new managers were dissatisfied with their pay structure. The human resources director knew that he needed to take action soon. But what should he do and where should he start?

In September 2006, the general manager at Norwood Waterworks (Norwood) was faced with a difficult situation. Since his original employer, EMCO Corporation (Emco), acquired Norwood, he had been tasked with trying to turn around the new acquisition. Like Emco, Norwood was a distributor of building products and equipment in the waterworks industry. The company had three locations, all in Alberta. However, the general manager soon discovered that Norwood was suffering due to a poor organizational culture. Employees were unmotivated, overpaid, and complacent. He needed to communicate-clearly and effectively-that the Emco culture was here to stay, and that the Norwood employees needed to find a way to change the way they operated.

In September 2006, the general manager at Norwood Waterworks (Norwood) was faced with a difficult situation. Since his original employer, EMCO Corporation (Emco), acquired Norwood, he had been tasked with trying to turn around the new acquisition. Like Emco, Norwood was a distributor of building products and equipment in the waterworks industry. The company had three locations, all in Alberta. However, the general manager soon discovered that Norwood was suffering due to a poor organizational culture. Employees were unmotivated, overpaid, and complacent. He needed to communicate—clearly and effectively—that the Emco culture was here to stay, and that the Norwood employees needed to find a way to change the way they operated.

On June 6, 2014, the deputy general manager of the human resources department of Xiamen Airlines, based in Xiamen, Fujian Province, China, discussed his company’s best practices at China's first national forum on aviation security. Since 2009, a significant reform in the company’s pilot compensation system had aimed to promote a stronger linkage between their pay and performance. Initial outcomes had been positive, with improved productivity and job satisfaction. Yet, there were ongoing challenges in recruiting and retaining pilots due to increasing shortages of qualified personnel in the domestic and global aviation labour market and greater competition from both state-owned and new private airline companies in China. How could Xiamen Airlines become an employer of choice? Was the high compensation sustainable if the industry became less profitable? What else could the company offer to retain talented pilots?

On June 6, 2014, the deputy general manager of the human resources department of Xiamen Airlines, based in Xiamen, Fujian Province, China, discussed his company's "best practices" at China's first national forum on aviation security. Since 2009, a significant reform in the company's pilot compensation system had aimed to promote a stronger linkage between their pay and performance. Initial outcomes had been positive, with improved productivity and job satisfaction. Yet, there were ongoing challenges in recruiting and retaining pilots due to increasing shortages of qualified personnel in the domestic and global aviation labour market and greater competition from both state-owned and new private airline companies in China. How could Xiamen Airlines become an employer of choice? Was the high compensation sustainable if the industry became less profitable? What else could the company offer to retain talented pilots?