In 2005, China National Offshore Oil Corporation (CNOOC) began investing in Canada, when it acquired 16.69 per cent equity of MEG Energy Corp., a private Calgary-based energy company. In 2011, it acquired OPTI Canada, a Canadian oil company that had gone bankrupt, followed in 2013 by the contentious acquisition of Nexen Inc., a Canadian oil and gas company. Despite this enticing potential market and the desire to fuel China's rapidly growing economy, CNOOC faced low oil prices, slow economic growth in Canada, fierce competition from other multinational oil companies, and pressure from environmental non-governmental organizations. Given these challenges, how could CNOOC achieve success in Canada?

In 2015, TELUS Corporation (TELUS) needed to decide whether to either ignore the concerns of the local community and power up its newly installed cellphone tower-located 84 metres from the University of Calgary's child care centre-or relocate it farther from the centre. Both TELUS and the University of Calgary claimed that the cellphone tower would emit radio frequency waves at a level well below the safety threshold according to Health Canada's Safety Code 6. However, parents of children at the centre were not satisfied with this claim. TELUS and the University of Calgary decided to hold a public consultation meeting to address the issue. What options did TELUS have? Was the socially responsible solution the best way to address the situation?

Anhui LIGOO New Energy Technology Co., Ltd. (LIGOO) had survived and made developments in the field of battery management systems (BMS) in the changing environment of new energy vehicles (NEVs), amid policy adjustment in China. Established in 2010, LIGOO had achieved a respectable market share and acquired a reputation as possessing excellent BMS technology in the electric vehicle industry. However, due to a cold market in the industry and weak reception for these vehicles, LIGOO's performance began to decline. The company made its first transformation, applying BMS technology to the communications and coal mining industries, enabling LIGOO's survival and ability to improve BMS technology when many other BMS technology companies were going bankrupt. In 2013 and 2014, the Chinese government began to enhance its support for the NEV industry, prompting LIGOO's chief executive officer to consider whether LIGOO should continue its existing business in the communications and coal mining industries or rejoin the NEV industry.

Anhui LIGOO New Energy Technology Co., Ltd. (LIGOO) had survived and made developments in the field of battery management systems (BMS) in the changing environment of new energy vehicles (NEVs), amid policy adjustment in China. Established in 2010, LIGOO had achieved a respectable market share and acquired a reputation as possessing excellent BMS technology in the electric vehicle industry. However, due to a cold market in the industry and weak reception for these vehicles, LIGOO’s performance began to decline. The company made its first transformation, applying BMS technology to the communications and coal mining industries, enabling LIGOO’s survival and ability to improve BMS technology when many other BMS technology companies were going bankrupt. In 2013 and 2014, the Chinese government began to enhance its support for the NEV industry, prompting LIGOO’s chief executive officer to consider whether LIGOO should continue its existing business in the communications and coal mining industries or rejoin the NEV industry.

In 2005, China National Offshore Oil Corporation (CNOOC) began investing in Canada, when it acquired 16.69 per cent equity of MEG Energy Corp., a private Calgary-based energy company. In 2011, it acquired OPTI Canada, a Canadian oil company that had gone bankrupt, followed in 2013 by the contentious acquisition of Nexen Inc., a Canadian oil and gas company. Despite this enticing potential market and the desire to fuel China's rapidly growing economy, CNOOC faced low oil prices, slow economic growth in Canada, fierce competition from other multinational oil companies, and pressure from environmental non-governmental organizations. Given these challenges, how could CNOOC achieve success in Canada?

In 2015, TELUS Corporation (TELUS) needed to decide whether to either ignore the concerns of the local community and power up its newly installed cellphone tower—located 84 metres from the University of Calgary's child care centre—or relocate it farther from the centre. Both TELUS and the University of Calgary claimed that the cellphone tower would emit radio frequency waves at a level well below the safety threshold according to Health Canada's Safety Code 6. However, parents of children at the centre were not satisfied with this claim. TELUS and the University of Calgary decided to hold a public consultation meeting to address the issue. What options did TELUS have? Was the socially responsible solution the best way to address the situation?