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However, this observation is inconsistent with employee observations shared with Perez. Students must, therefore, adjust the pay gap estimates to reconcile employee perceptions with the pay data. Students are provided with a cross-sectional pay data file generated for Elemental's Binary Gender Pay Report. (It is a supplemental Excel file included with the case and teaching note). Informed by employee quotes provided in the case, students perform equity analytics to estimate Elemental's binary gender pay gap. The analyses start with an unadjusted pay gap estimate and then proceed through a series of adjustments. These analyses reveal that although there is no unadjusted gender pay gap across Elemental's four divisions there are distinct pay disparities within individual divisions. A key insight of the case is that aggregating unit pay data at the organization level can mask substantial pay disparities among an organization's constituent units. Students will attribute estimated pay differences to differential treatment of men and women employees (i.e., different behaviors produce different pay) or to disparate impacts of organizational practices (i.e., equivalent treatment produces different pay). More specifically, the instructor can use the equity analytics framework (detailed in the teaching note) to demonstrate which of Elemental's divisions exhibit one of the pay disparities featured in the equity analytics 2 x 2 framework: (1) differential allocations, (2) differential valuations, (3) disparate allocations, or (4) disparate valuations. Each of the four disparity-generating processes necessitates a different approach to closing the pay gap.

However, this observation is inconsistent with employee observations shared with Perez. Students must, therefore, adjust the pay gap estimates to reconcile employee perceptions with the pay data. Students are provided with a cross-sectional pay data file generated for Elemental's Binary Gender Pay Report. (It is a supplemental Excel file included with the case and teaching note). Informed by employee quotes provided in the case, students perform equity analytics to estimate Elemental's binary gender pay gap. The analyses start with an unadjusted pay gap estimate and then proceed through a series of adjustments. These analyses reveal that although there is no unadjusted gender pay gap across Elemental's four divisions there are distinct pay disparities within individual divisions. A key insight of the case is that aggregating unit pay data at the organization level can mask substantial pay disparities among an organization's constituent units. Students will attribute estimated pay differences to differential treatment of men and women employees (i.e., different behaviors produce different pay) or to disparate impacts of organizational practices (i.e., equivalent treatment produces different pay). More specifically, the instructor can use the equity analytics framework (detailed in the teaching note) to demonstrate which of Elemental's divisions exhibit one of the pay disparities featured in the equity analytics 2 x 2 framework: (1) differential allocations, (2) differential valuations, (3) disparate allocations, or (4) disparate valuations. Each of the four disparity-generating processes necessitates a different approach to closing the pay gap.

"Vail Resorts, one of the world's largest snow sports resort management companies, faces serious climate change issues. For years, the organization tried to deal with rising temperatures and less snowfall by growing its resort network and diversifying its product portfolio to extend its season. Alicia Campero, Vail Resorts' Vice President of Sustainability Strategy, was leading the corporate effort to contain the company's environmental footprint while also limiting its business exposure to poor snow conditions. How should she handle negative press coverage or the intense competition from their rivals? Will she be able to provide significant value to millions of skiers and snowboarders during their resort visits? Can she manage the weather-related revenue risk and improve the company's profitability with strategic global expansion? Can she overcome the challenges of managing differences when expanding abroad in 2023? Using publicly available ski industry statistics, climate data, and country-level cultural indices, readers of this case assume the role of Campero and her team. Students must make strategic decisions about what the organization will do regarding climate change. The case provides facts on Vail Resorts' multitude of property acquisitions, stock performance, finances, and competitors, which will help readers make strategic recommendations on where the company should focus its next major geographic expansion."

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?

The idea of the garage entrepreneur--who starts businesses in garages (or basements or dorm rooms or kitchens)--is a highly popular contemporary legend, but not quite accurate. Academic research now claims that entrepreneurs are often organizational products: They typically acquire confidence, business knowledge, and social connections via prior experience at existing organizations. These psychological and social resources aid entrepreneurs in forming companies. Although the belief of the garage entrepreneur contributes to the preservation of the American ideals of opportunity and upward social mobility, it offers misleading insights to would-be entrepreneurs because it suggests an undersocialized view of the entrepreneurial process. Individuals, companies, policy makers, and business schools will benefit from recasting the garage as a contemporary legend and focusing instead on the lessons that can be derived from an understanding of entrepreneurs as organizational products.