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.

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.

Intel PRC was a division of Intel Corp., a U.S. $20 billion semiconductor manufacturer. A newly appointed division head makes a decision that an employee responds to emotionally, with a deep resentment, creating the potential for conflict within the department. The incident forces the manager to examine whether there are deeper organizational or communication problems he needs to consider. Cross-cultural issues come into play given that the manager, although originally from China, was educated and gathered extensive experience in the west and was thus considered an expatriate by his employees. The case examines the effect of organizational culture on an employee's behavior.