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Inner City Renovation (ICR) was a social enterprise established to address decaying infrastructure of inner city Winnipeg neighborhoods while providing opportunities for their residents — who would otherwise likely have been unemployed and on social assistance — to learn a trade and earn a living. ICR created 30 full-time permanent jobs and completed more than 100 construction projects in the Winnipeg area. However, its financial viability was an issue. It had lost money on operations every year and was close to the limit on its line of credit. While its most important customer had just ceased operations, which threatened the very existence of ICR, its founder was determined to keep it going.

Inner City Renovation (ICR) was a social enterprise established to address decaying infrastructure of inner city Winnipeg neighborhoods while providing opportunities for their residents - who would otherwise likely have been unemployed and on social assistance - to learn a trade and earn a living. ICR created 30 full-time permanent jobs and completed more than 100 construction projects in the Winnipeg area. However, its financial viability was an issue. It had lost money on operations every year and was close to the limit on its line of credit. While its most important customer had just ceased operations, which threatened the very existence of ICR, its founder was determined to keep it going.

A university student is working on a group project for a case-based business ethics course. Just over a week before the project deadline, one of her fellow group members reveals that he has found part (B) of the assigned case on the Internet. He has read this document, which specifies exactly what the company has done to address the challenge in the case they are working on. It is clear to the protagonist that her group cannot use this information, but she is unsure of how to handle the situation.

A university student is working on a group project for a case-based business ethics course. Just over a week before the project deadline, one of her fellow group members reveals that he has found part (B) of the assigned case on the Internet. He has read this document, which specifies exactly what the company has done to address the challenge in the case they are working on. It is clear to the protagonist that her group cannot use this information, but she is unsure of how to handle the situation.

Rachel Turner works as a cook in the largest restaurant of the Lincoln Diner chain. There are a variety of human resources problems in this company and the staff association representing the employees is weak. In this context, Rachel stands up for her co-workers, almost as an unofficial steward. The situation culminates with Rachel's abrupt, unsubstantiated suspension by her difficult boss, leaving her wondering whether or not she should file a grievance. Her decision is complicated by the fact that she is romantically involved with the computer operations manager at Lincoln Diner head office, who also faces a decision as to how to react to this development. The supplement (B), (C) and (D) cases, product numbers 9B03C033, 9B03C034 and 9B03C035 follow the matter through two more decision points to its resolution.

This supplement to Lincoln Diner (A), product 9B03C032, covers Rachel Turner's decision to grieve her suspension and eventual dismissal by the Lincoln Diner restaurant chain, and the complete failure of both the company and the employees' staff association to address her formal grievances about her treatment. As this process is unfolding, Rachel's boyfriend continues to work as computer operations manager in the Lincoln Diner head office, but finds he is treated differently by his fellow managers. The case culminates with Rachel's deliberations about whether or not to file a complaint with the labor board. The supplement (C) and (D) cases, product numbers 9B03C034 and 9B03C035 follow the matter through another decision point to its resolution.

This supplement to Lincoln Diner (A) and (B), product number 9B03C032 and 9B03C033, covers Rachel Turner's decision to file a labor board complaint against the employee association of which she is a member for its failure to represent her properly in grievances related to her suspension and eventual dismissal by the Lincoln Diner restaurant chain. The labour board rules in her favor which sends her grievances to arbitration. However, prior to the arbitrarion hearing, the company makes her a series of financial offers to settle and Rachel must decide whether or not to do so. The supplement (D) case, product number 9B03C035, presents her decision and rationale.

This supplement to Lincoln Diner (A), (B) and (C), products 9B03C032, 9B03C033 and 9B03C034, presents Rachel Turner's rationale for settling a grievance just prior to going to arbitration. It also provides some insights she gained after the fact about the incident precipitating her suspension and eventual dismissal by the Lincoln Diner restaurant chain, and her reflections on how the experience affected her.

Fishery Products International Ltd. is one of the largest seafood companies in North America. In January 2000, Vic Young marked his 15th anniversary as the only chief executive officer of the company. Under his leadership, the company overcame the collapse of the North Atlantic fishery to become an international seafood company and an important contributor to the Newfoundland and Labrador economy. However, its share price has languished and the company was recently the target of a hostile takeover bid. The bid was unsuccessful, due partly to government regulation on the company's stock ownership, but Young realizes another attempt is possible, and wonders how to maintain shareholder confidence in its current board and management team.

Yodlee is pioneering an emerging technology, "account aggregation," that allows Internet users to authenticate only once to have access to personal, password-protected account data from many sources. Yodlee offers this technology on a cobranded application service provider basis, primarily to financial institutions. In January 2001, the company acquired its only significant competitor, VerticalOne; the combined entity has almost 100 accounts, but 25 installed clients are on the VerticalOne platform. Yodlee managers must devise a plan to integrate VerticalOne into Yodlee and migrate the installed base of VerticalOne clients to the Yodlee platform.