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In the summer of 2017, after completing his third year of business school, a student was eager to apply his newly developed business and technology skill sets at his father's company during his four-month summer position. His father's business, Custom Closet Contractors, designed and manufactured custom home organization solutions for home builders and individual clients. In the past year, the successful company's sales growth had slowed, while expenses as a percentage of sales had increased. The company had experienced operational problems leading to higher expenses, and the student had found that part of the problem was the lack of data organization, which led to miscommunication between the front office and the production staff. To solve the problem, he proposed to design a centralized database and set to work trying to understand the business processes in order to design a data model.

If you want to capture the hearts and minds of globally dispersed virtual team members, you must consider two key factors: situated learning and identity construction. Situated learning encompasses questioning, proposing ideas, discussing issues, and seeking feedback, whereas identity construction is “a process of understanding who one is, what one can do, and to what extent one becomes more or less legitimized and valued by the other members.” As individuals engage in situated learning and identity construction, they move from being peripheral participants to central players. Although individual reasons for joining a virtual community (such as an open-source software community) vary, the authors question: “What motivates and propels people to continue to actively contribute?” Though many open-source software (OSS) projects have failed, others have yielded world-class software like Linux, WordPress, and Firefox. <br><br> The authors split a 715-member community OSS community into three groups of participants: highly active/sustained (9), partially active/unsustained (7), and inactive (699). They suggest four steps to increase virtual team member engagement. First, the success of the project relies on sustained contributions from a few core contributors with strong expertise and skills. Second, to identify and foster the development of core contributors, every contribution must be recorded, tracked, and publishable. Third, to retain core contributors, special privileges should be granted to them. Finally, for contributors to gain recognition and reputation within the community, both direct contributions (e.g., solving software coding problems) and indirect contributions (e.g., offering advice) are needed.

In 2017, a successful online dating company, Mate1.com, based in Montreal, was pursuing a two-year goal of increasing revenue by 50 per cent and net operating margin by 15 per cent. However, its ambitions were being hampered by unavoidably high advertising costs, an inadequate reporting system, and a maturing industry life cycle. Should the firm explore new business models and consider acquiring a competitor—or was it time to divest and sell the firm?

In 2017, a successful online dating company, Mate1.com, based in Montreal, was pursuing a two-year goal of increasing revenue by 50 per cent and net operating margin by 15 per cent. However, its ambitions were being hampered by unavoidably high advertising costs, an inadequate reporting system, and a maturing industry life cycle. Should the firm explore new business models and consider acquiring a competitor-or was it time to divest and sell the firm?

In 2015, the executive director of Furniture Bank had successfully managed the Toronto social-service agency by turning a $300,000 net loss two years prior into a $100,000 net income. He had employed a variety of strategies and information technologies to integrate and rationalize business processes that resulted in significant productivity and performance improvements. However, Furniture Bank, which collected unneeded furnishings from donors and distributed them to those in need, had been a victim of its own success; it had maximized its capacity and was struggling to meet growing demand for its services. The executive director had to explore growth opportunities, specifically those accessible by leveraging information technology (IT), and choose from among four likely options.

In the spring of 2016, the director of finance and administration for the Calgary Drop-In & Rehab Centre was frustrated with the organization's legacy donor and volunteer information system. The technology platform was outdated, data integrity was out of control, costs were spiralling, and most importantly, required information was not available on demand. The director was concerned that these issues with the organization's information systems would interfere with its ability to maintain positive relationships with existing donors and to secure new financial supporters-ultimately, that it could have an impact on the agency's efforts to achieve more good in the community. He was contemplating three options to solve this problem: build a new in-house system to replace the current Microsoft Access database system; purchase customer relationship management software specifically developed for non-profit fundraising and relationship management and install this on personal computers and servers in the offices; or adopt a cloud-based fundraising solution, where the organization's data would be stored on a secure, shared platform administered by the vendor.

In 2015, the executive director of Furniture Bank had successfully managed the Toronto social-service agency by turning a $300,000 net loss two years prior into a $100,000 net income. He had employed a variety of strategies and information technologies to integrate and rationalize business processes that resulted in significant productivity and performance improvements. However, Furniture Bank, which collected unneeded furnishings from donors and distributed them to those in need, had been a victim of its own success; it had maximized its capacity and was struggling to meet growing demand for its services. The executive director had to explore growth opportunities, specifically those accessible by leveraging information technology (IT), and choose from among four likely options.

In the spring of 2016, the director of finance and administration for the Calgary Drop-In & Rehab Centre was frustrated with the organization’s legacy donor and volunteer information system. The technology platform was outdated, data integrity was out of control, costs were spiralling, and most importantly, required information was not available on demand. The director was concerned that these issues with the organization’s information systems would interfere with its ability to maintain positive relationships with existing donors and to secure new financial supporters—ultimately, that it could have an impact on the agency’s efforts to achieve more good in the community. He was contemplating three options to solve this problem: build a new in-house system to replace the current Microsoft Access database system; purchase customer relationship management software specifically developed for non-profit fundraising and relationship management and install this on personal computers and servers in the offices; or adopt a cloud-based fundraising solution, where the organization’s data would be stored on a secure, shared platform administered by the vendor.

In October 2015, WestJet, Canada's second largest airline, needed to expand its social media presence. The vice-president of marketing and communications and the manager of social media were excited about the prospects of continuing to grow their customer base and reach even more guests through social media. WestJet had developed a highly successful approach to managing social media, and now the two executives were faced with two new possible social platforms: Snapchat and Pinterest. With an economy in decline and a flat marketing budget for 2016, they had a decision to make. Should the company pursue either of these platforms for the coming year, and if so, how? Which one would be best for the growth and evolution of WestJet's social media presence?

In October 2015, WestJet, Canada’s second largest airline, needed to expand its social media presence. The vice-president of marketing and communications and the manager of social media were excited about the prospects of continuing to grow their customer base and reach even more guests through social media. WestJet had developed a highly successful approach to managing social media, and now the two executives were faced with two new possible social platforms: Snapchat and Pinterest. With an economy in decline and a flat marketing budget for 2016, they had a decision to make. Should the company pursue either of these platforms for the coming year, and if so, how? Which one would be best for the growth and evolution of WestJet’s social media presence?

Michael Lewis’s book Flash Boys, published in 2014, revealed to the public numerous controversial Wall Street trading practices made possible by advances in technology as well as regulatory changes that were (ironically) intended to improve pricing fairness in the financial markets. Lewis’s story focused on the man who blew the whistle: Brad Katsuyama, a Canadian banker who ran the New York trading desk for the Royal Bank of Canada. In 2010, he had noticed some odd system responses to his trading requests and began to ask questions. The answers he discovered, and publicized, about high frequency trading set off a firestorm regarding the moral integrity of the financial markets. Very few people understood what was happening, and fewer still comprehended the central role played by information technology.<br><br>Questions remain: How does information technology influence our concept of wealth? Why do “flash crashes” occur? Are the markets rigged? Will the next disruption to the financial markets involve technology?

Michael Lewis's book Flash Boys, published in 2014, revealed to the public numerous controversial Wall Street trading practices made possible by advances in technology, as well as regulatory changes that were (ironically) intended to improve pricing fairness in the financial markets. Lewis's story focused on the man who blew the whistle: Brad Katsuyama, a Canadian banker who ran the New York trading desk for the Royal Bank of Canada. In 2010, he had noticed some odd system responses to his trading requests and began to ask questions. The answers he discovered, and publicized, about high frequency trading set off a firestorm regarding the moral integrity of the financial markets. Very few people understood what was happening, and fewer still comprehended the central role played by information technology.

In October 2013, the Health and Human Services Secretary of the United States is tasked with making decisions about a website project, Healthcare.gov, that is a critical component in delivering the Affordable Care Act, or “Obamacare,” to the American people. The act is a cornerstone but controversial policy of the Obama administration aimed at increasing access to health care services by providing health insurance to uninsured Americans. Unfortunately, the project is over budget and late. Forced to roll out before it is ready because of political considerations, the website crashes, causing anger and frustration for users unable to sign on or get information about the program. Because the act never really had the support of Republican Party representatives, the failure of the website stokes a political storm that appears to have more to do with reopening a debate in the media about Obamacare than it does with the website launch issues. Also in the spotlight is CGI, a technology company headquartered in Canada that is responsible for the overall design, development and execution of the project.

In late 2013, the founder of Aztek Chocolate, a candy manufacturer, in Winnipeg, Manitoba, is confronted with making an accounting system selection decision. He has two traditional options - outsourcing to an accounting or bookkeeping firm versus using an internally developed spreadsheet or commercial software package - as well as a third "hybrid" option - using an accounting cloud, or Software-as-a-Service, service provider. Sales are starting to flow in, and chocolates are shipping out, but he realizes he must now attend to setting up financial control and reporting systems before he loses control of the new firm's financial performance. Should he hire an accountant, manage the finances himself with a commercial accounting software package or use an accounting cloud service provider?

In late 2013, the founder of Aztek Chocolate, a candy manufacturer, in Winnipeg, Manitoba, is confronted with making an accounting system selection decision. He has two traditional options — outsourcing to an accounting or bookkeeping firm versus using an internally developed spreadsheet or commercial software package — as well as a third “hybrid” option — using an accounting cloud, or Software-as-a-Service, service provider. Sales are starting to flow in, and chocolates are shipping out, but he realizes he must now attend to setting up financial control and reporting systems before he loses control of the new firm’s financial performance. Should he hire an accountant, manage the finances himself with a commercial accounting software package or use an accounting cloud service provider?

In October 2013, the Health and Human Services Secretary of the United States is tasked with making decisions about a website project, Healthcare.gov, that is a critical component in delivering the Affordable Care Act, or "Obamacare," to the American people. The act is a cornerstone but controversial policy of the Obama administration aimed at increasing access to health care services by providing health insurance to uninsured Americans. Unfortunately, the project is over budget and late. Forced to roll out before it is ready because of political considerations, the website crashes, causing anger and frustration for users unable to sign on or get information about the program. Because the act never really had the support of Republican Party representatives, the failure of the website stokes a political storm that appears to have more to do with reopening a debate in the media about Obamacare than it does with the website launch issues. Also in the spotlight is CGI, a technology company headquartered in Canada that is responsible for the overall design, development and execution of the project.

A budding entrepreneur wants to start a mobile software company by developing a golf scoring and playing app called Golfgamez. He has assembled some raw data related to market size, as well as start-up and development costs, but is unsure how to proceed. He must evaluate the revenue and cost estimates for this business idea and prioritize the issues he faces. He must also consider the costs and benefits of available funding options, such as debt, equity or accelerator funding; crowdfunding; government grants; or sweat equity funding. Should he quit his successful career in banking to pursue his dream, should he try to do this part time and risk failure or should he give up altogether? Golfgamex (B): Funding a Digital Startup, 9B13E011, is the supplement to this case.

The owners of a wedding videography startup, which offers three levels of services at different price points, are looking to hire someone to design a website prototype for the fledgling business. They believe the website should allow their customers to scroll through the various services included with each package, display standard prices and provide an order/contact form. They are unsure if they expect their customers to access the site using mobile devices as well as computer-based browsers, since they are worried about the cost of the different design approaches required for different screen sizes. This sets the stage for an introductory demonstration of a free visual wireframing and process prototyping tool called justinmind (www.justinmind.com).

This is a supplement to 9B13E010.

A student has just completed the first day of an Executive MBA program. He had completed his undergraduate business degree more than a decade earlier and now ponders how to best tackle the demanding program workload, while continuing to fulfill his commitments both at work and in his personal life. Even greater, though, are the challenges of effectively communicating and coordinating schoolwork assignments with his seven-person virtual learning team. The teaching note provides a Virtual Team Characteristics Framework to highlight the critical variables associated with effective virtual team outcomes.