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The authors' earlier research found that an employee's psychological safety and relationship with their manager are key drivers for them to feel able to bring up ethical concerns. The authors investigated further and tested managerial interventions that were found to increase that sense of safety and speaking-up behaviors.

Supplement to case IN1530 and IN1533

The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and 'Agile' principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.

The case starts by describing the transformation of ING Netherlands from a traditional bank with functional hierarchies to an organization that embraces digitalization and 'Agile' principles. Then it illustrates how the bank is re-organized around self-managed teams without traditional managers. Finally, the narrative recounts how employees are empowered to make decisions.

Supplement to case IN1530 and IN1533

Supplement to case IN1530 and IN1533

Supplement to case IN1530 and IN1533

Supplement to case IN1530 and IN1533

Supplement to case IN1530 and IN1533

In 2003 Harry Pearson and James Daye established - along with three other equity partners - a boutique investment banking firm with an entrepreneurial, informal office culture that delivered high quality customer service. In so doing, they offered a streamlined compensation plan that, in their view, would directly and fairly reward their employees' performance. However, as the firm grew, some members of their staff sought a more transparent process by which to measure their progress and the associated financial benefits - as well as the possibility to acquire equity in the firm. What compensation scheme would allow Pearson and Daye to reward their valued employees without losing sight of their initial goals? And how much would the five original partners consider diluting their holdings?

MacAfee Building Supply, a distributor of building supplies and heating and plumbing products, had grown to become the largest company of its kind in the world by incentivizing profit-maximizing behavior at the local level. John Smith, a senior manager at the company's Build subdivision, had nevertheless grown concerned that MacAfee's incentive scheme, which incentivized profits at the branch level, was actually hindering long-term global profitability by creating a lack of cooperation among branches and discouraging branch manager's investment in long-term endeavors. In this three-part case students first recommend strategies for better aligning employees to a long-term focus, and then evaluate the results of the program the company selected.

MacAfee Building Supply, a distributor of building supplies and heating and plumbing products, had grown to become the largest company of its kind in the world by incentivizing profit-maximizing behavior at the local level. John Smith, a senior manager at the company's Build subdivision, had nevertheless grown concerned that MacAfee's incentive scheme, which incentivized profits at the branch level, was actually hindering long-term global profitability by creating a lack of cooperation among branches and discouraging branch manager's investment in long-term endeavors. In this three-part case students first recommend strategies for better aligning employees to a long-term focus, and then evaluate the results of the program the company selected.

MacAfee Building Supply, a distributor of building supplies and heating and plumbing products, had grown to become the largest company of its kind in the world by incentivizing profit-maximizing behavior at the local level. John Smith, a senior manager at the company's Build subdivision, had nevertheless grown concerned that MacAfee's incentive scheme, which incentivized profits at the branch level, was actually hindering long-term global profitability by creating a lack of cooperation among branches and discouraging branch manager's investment in long-term endeavors. In this three-part case students first recommend strategies for better aligning employees to a long-term focus, and then evaluate the results of the program the company selected.