個案總覽

Having just moved from the sales department to the marketing team at a start-up, Lisa is confronted with a dilemma. Part of the reason she switched departments was to improve the strained relationship between the two departments. Her first assignment is to call competitors, pretending to be a customer, to get their pricing information. Lisa doesn't want to lie, but feels a responsibility to her new boss, her old boss who advocated for her, and both her new and old departments. This B case describes her decision and its consequences. Lisa recognizes that she actually had more options to act ethically than she had thought, and decides to be more thoughtful and prepared for similar dilemmas in the future.

Having just moved from the sales department to the marketing team at a start-up, Lisa is confronted with a dilemma. Part of the reason she switched departments was to improve the strained relationship between the two departments. Her first assignment is to call competitors, pretending to be a customer, to get their pricing information. Lisa doesn't want to lie, but feels a responsibility to her new boss, her old boss who advocated for her, and both her new and old departments. The B case describes her decision and its consequences. Lisa recognizes that she actually had more options to act ethically than she had thought, and decides to be more thoughtful and prepared for similar dilemmas in the future.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Maria Pérez has been working at IBB, one of the largest investment banks in Latin America, for only a few months, when she is confronted by a dilemma. She is working with her mentor and boss, Veronica Muñoz, on an acquisition for one of IBB's clients, and they have identified a target company. When they request preliminary information for the valuation, the accountant for the target company accidentally sends very detailed data. He calls in a panic and asks them not to use the information. Muñoz promises not to use the mistakenly sent documents, but as soon as the call is over, she tells Pérez to use all the data to inform her valuation. Pérez loves her job at IBB, but she needs to slow down and consider her actions in this moment. She does not want to lie to a business partner, as trust and honesty are integral to how she sees herself as a businesswoman. She decides to find a solution that would enable her to remain faithful to their assurance to the target company accountant, prepare an informative due diligence for their client under time pressure, and maintain her relationship with Muñoz. This B case details her decision and discusses a few ways Pérez could prepare a more coherent approach for future encounters.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Maria Pérez has been working at IBB, one of the largest investment banks in Latin America, for only a few months, when she is confronted by a dilemma. She is working with her mentor and boss, Veronica Muñoz, on an acquisition for one of IBB's clients, and they have identified a target company. When they request preliminary information for the valuation, the accountant for the target company accidentally sends very detailed data. He calls in a panic and asks them not to use the information. Muñoz promises not to use the mistakenly sent documents, but as soon as the call is over, she tells Pérez to use all the data to inform her valuation. Pérez loves her job at IBB, but she needs to slow down and consider her actions in this moment. She does not want to lie to a business partner, as trust and honesty are integral to how she sees herself as a businesswoman. She decides to find a solution that would enable her to remain faithful to their assurance to the target company accountant, prepare an informative due diligence for their client under time pressure, and maintain her relationship with Muñoz. The B case details her decision and discusses a few ways Pérez could prepare a more coherent approach for future encounters.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. In this case, Timothy Brennan is the founder and CEO of technology company Northpointe, Inc. (Northpointe), and the creator of its flagship software program, COMPAS, an artificially intelligent software tool for US court systems that predicts a defendant's likelihood to reoffend and informs bail, parole, and probation sentencing decisions. Brennan originally created COMPAS in order to standardize decision-making within the criminal justice system and to reduce the likelihood of human error or bias impacting court rulings. However, years after COMPAS's public release and widespread adoption within the US court systems, an investigative journalism report claims that COMPAS is more likely to mislabel Black defendants as higher risk and White defendants as lower risk of recidivism. To complicate the matter, any coding adjustments that Northpointe would make to uncover or address the bias-causing programming might reduce the software's performance or reveal sensitive operational information to competitors. In the A case, Brennan's challenge is to organize a response to investigate bias within the COMPAS software, while still protecting the complexity and intellectual property of the product. In this B case, students read a synopsis of Brennan's actual response and review its implications for Northpointe and the US criminal justice system. They are encouraged to consider how Brennan could have responded more creatively and constructively.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. In this case, Timothy Brennan is the founder and CEO of technology company Northpointe, Inc. (Northpointe), and the creator of its flagship software program, COMPAS, an artificially intelligent software tool for US court systems that predicts a defendant's likelihood to reoffend and informs bail, parole, and probation sentencing decisions. Brennan originally created COMPAS in order to standardize decision-making within the criminal justice system and to reduce the likelihood of human error or bias impacting court rulings. However, years after COMPAS's public release and widespread adoption within the US court systems, an investigative journalism report claims that COMPAS is more likely to mislabel Black defendants as higher risk and White defendants as lower risk of recidivism. To complicate the matter, any coding adjustments that Northpointe would make to uncover or address the bias-causing programming might reduce the software's performance or reveal sensitive operational information to competitors. In this A case, Brennan's challenge is to organize a response to investigate bias within the COMPAS software, while still protecting the complexity and intellectual property of the product. In the B case, students read a synopsis of Brennan's actual response and review its implications for Northpointe and the US criminal justice system. They are encouraged to consider how Brennan could have responded more creatively and constructively.

C case to case UV8005 This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. After joining an international environmental consultancy firm, Ma Jun, a journalist in the People's Republic of China, was increasingly interested in environmental issues. Wanting to do more than report on these issues, he started to consider founding a nongovernmental organization (NGO) focusing on environmental protection and relying on public participation to keep companies accountable. This idea became the Institute of Public and Environmental Affairs (IPE). In the course of establishing the IPE, Ma encountered so many crucial problems and challenges that he wondered if he could still go on, and how he could do so effectively.

B case to case UV8005 This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. After joining an international environmental consultancy firm, Ma Jun, a journalist in the People's Republic of China, was increasingly interested in environmental issues. Wanting to do more than report on these issues, he started to consider founding a nongovernmental organization (NGO) focusing on environmental protection and relying on public participation to keep companies accountable. This idea became the Institute of Public and Environmental Affairs (IPE). In the course of establishing the IPE, Ma encountered so many crucial problems and challenges that he wondered if he could still go on, and how he could do so effectively.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. After joining an international environmental consultancy firm, Ma Jun, a journalist in the People's Republic of China, was increasingly interested in environmental issues. Wanting to do more than report on these issues, he started to consider founding a nongovernmental organization (NGO) focusing on environmental protection and relying on public participation to keep companies accountable. This idea became the Institute of Public and Environmental Affairs (IPE). In the course of establishing the IPE, Ma encountered so many crucial problems and challenges that he wondered if he could still go on, and how he could do so effectively.

Supplement to case UV7926 This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. This B case contains a video and a transcript of an interview the case authors conducted with Ricardo Martinez on July 15, 2019, concerning his reflections on the ethical conflict described in the case and what he actually did about it.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. In 2009, Ricardo Martinez, management assistant at Premium Capital Investment Advisors (PCIA), was asked to fabricate some of the information to be included in the monthly account balance statements addressed to five shareholders in Premium Capital Funds (Premium), a piece within a complex network of firms founded by Interbolsa, the largest brokerage firm in Colombia. The request, Martinez had been told by his supervisor, "came from the top." Martinez found himself at a crossroads: however outrageous the order was, refusing to obey it would certainly have negative consequences for his immediate future and medium-term career. Reporting the issue to the authorities appeared as though it would be totally useless-and yet, obeying was out of question. What, then, could he do to try to stop this falsification from happening?

The legal availability and use of marijuana is on the rise. More than half the states in the country allow its use for medical purposes, eight of which also permit it for recreational purposes. The manufacture, sale, and use of marijuana is largely a cash business because it is still against the federal Controlled Substance Act. Most banks will not allow such businesses to open a bank account as a result. This case addresses the ethical issues faced by a CPA who is asked to accept the client's request to hold back reporting 25% of the cash sales as taxable income, arguing that since it is a cash business no one would be the wiser. The tax accountant does not want to go along with the firm's request as she knows it would be wrong to do so. She values honesty and integrity in tax reporting and is concerned about violating the AICPA rules of professional conduct, especially the acts discreditable rule. In preparation for a meeting with her superiors, the tax accountant considers ways to effectively voice her values by responding to the likely reasons and rationalizations she might encounter. The associate teaching note addresses the stakeholders, how to build a coalition to support her position, and the most powerful and persuasive responses she can make to positively influence her superiors.

If managers always acted on their values, heroic whistle-blowing might never be required. But, research shows, people don't think that doing the right thing is part of their jobs.

Provides an introduction to the key concepts and questions individuals encounter in a diverse workplace. These concepts and questions are organized around three critical interactions and experiences in any individual's career: entry into an organization or work group; performance development; and interpersonal conflict. Relevant research noted.

Consists of several vignettes and discussion points around issues of conflict in the workplace. Issues presented are differences of race, gender, nationality, culture, religion; access to power, training, advancement; tolerance of style of management, language, politics; implications of involvement in these issues.

Examines some of the habitual ways of thinking that are applied to so-called "diversity" questions to reveal the commonalities and limitations of these models--the way they can reinforce unexamined assumptions and destructuve emotional reactions--and to suggest an alternative way of framing such questions that opens the possibility for creativity and new learning.

Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Brooks (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children's footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jenson Shoes: Lyndon Brooks' Story.

Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Brooks (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children's footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz's Story. This case is a revised version of Jensen shoes: Lyndon Twitchell's Story.

Several members of a consulting firm work to develop ways to build and nurture a more diverse work environment while reflecting on personal experiences that help them to become leaders in issues of diversity.

Supplements the (A) case.