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Supplements the (A) case.

Presents the perspectives of two Russian software developers working for Cimetrics in Moscow. A central issue from the Russian perspective is whether a more structured and formal arrangement is needed for managing the Russian team.

Supplements the (A) case.

This case describes the decisions made by Shell in response to the situation presented in the (A) case.

Supplements the (A) case.

After the Brent Spar episode and the 1995 events in Nigeria, Shell undertakes an intensive review of its values and business principles. At the same time, it conducts the largest multi-stakeholder consultation in its history in an effort to better understand society's evolving expectations for companies like Shell. Based on its findings, the company launches an effort to change its culture and embed in the organization a revised set of business principles. The company is considering whether as part of the transformation effort to begin public reporting on its environmental and social as well as its financial performance. The issue is sharpened when Shell receives a challenge from a small group of shareholders in the form of an unusual (for a British company) shareholder resolution.

Supplements the (A) case.

Members of the development team for the AES Corp.'s power plant project in India must decide what plant technology to specify in their application for techno-economic clearance from the government of India's Central Electric Authority. Their choice is between more expensive technology that would enable the plant to meet more demanding U.S. environmental standards or less costly technology that would meet local environmental standards and free up funds for contributions to other needs of communities surrounding the projected plant. At the same time, executives at AES headquarters in Arlington, VA, are considering whether the company's traditional focus on meeting its social responsibility through CO2-offset programs is the best approach to social responsibility as the company expands worldwide.

Working with Shell's country manager for Nigeria, the company's Committee of Managing Directors must decide how to respond to the Nigerian government's decision to impose the death sentence on Ken Saro-Wiwa and eight other leaders of a movement for the rights of the Ogoni (one of Nigeria's 240 ethnic groups). As the case opens, Saro-Wiwa and his codefendants have just been found guilty of inciting murder in a trial that international observers have criticized as deeply flawed. Saro-Wiwa, an environmentalist, writer, businessman, television producer, and human rights activist, has been a vocal critic of not only the Nigerian government but also Shell. Provides background on Shell, on its business in Nigeria, and on environmental and human rights issues in the Niger Delta.

Supplements the (A) case.

Spreadsheet supplement for case 399126.

Describes the transformation of a formerly state-owned meat processing plant in Russia into a privately-owned and operated food processing conglomerate under Russia's economic reforms of the 1990s. Among the challenges the CEO, Igor Babaev, and his top management team must address is what to do when sales plummet as a result of false rumors that the company's meat products are being produced with tainted and potentially deadly meat.

Supplements the (A) case.

Fola Adeola, the CEO of Nigeria's Guaranty Trust Bank and one of its founders in 1991, is considering what should be done to maintain the bank's original vision and vitality in the face of its rapid growth and success in the marketplace. Known for its high ethical standards, the bank is planning to expand inside and outside Nigeria. Among Adeola's concerns is what to do about employees' insistence on underpaying their personal income taxes--a practice he regards as inconsistent with the bank's mission of being a role model for society. A rewritten version of an earlier case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Jim Lee, president of Cimetrics (a young, fast growing, software start-up) is reevaluating his small company's geographically dispersed product development model. To take advantage of talented low-cost labor in Russia, the company has relied on two software engineering teams in Russia to develop its products. Bridging cultural differences between the Russian teams, their Toronto-based manager, and the company's Boston-based leadership has not been easy, however. After a Russian engineer (brought to Boston at Cimetrics' expense) asks to relocate back to Russia, Lee decides to reevaluate the situation.

Supplements the (A1) case.

Supplements the (A) case.