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The case highlights the difficulties faced by a social organization that has been able to expand activities throughout Latin America by developing a highly successful organizational model that responds adequately to different local realities and characteristics, but faces serious limitations as it projects itself internationally. The case is set in September 2005, when the time horizon for the Global Development and Institutional Strengthening Plan is coming to an end; Fe y Alegria (FyA) must now determine how to position itself internationally in 2009, and what it must do to achieve its goal. FyA defines itself as "an international movement for integral popular education and social development" in which both laypersons and members of diverse religious orders participate. Towards the end of 2004, FyA operated in 15 Latin American countries, serving more than one million students in formal education programs (preschool, primary, and secondary), together with other educational activities (work skills, adult education, broadcast education, and other). In each country FyA operates as a nonprofit public service organization, with its own legal entity. Internationally, it operates as a Federation of national agencies. FyA schools had captured the attention of organizations and individuals concerned with improving the quality of education, especially that provided to the poorest segments of society.

In recent years, the entire fabric of corporate governance, certainly in the United States, has dramatically changed. With the passage of what has colloquially become known as SOX (the Sarbanes-Oxley Act of 2002), US-based corporations have operated under stricter governance guidelines than at any previous time, especially as regards the structure of boards of directors and financial oversight of the corporation. A now perennial governance "hot button" issue not addressed by SOX is concern over continually rising executive compensation. Until the 2006 adoption of new compensation disclosure guidelines by the Securities and Exchange Commission (SEC), it had been nearly 15 years since federal attention had been devoted to compensation guidelines or regulations. Beginning with 2007 filings, US corporations must now include a Compensation Disclosure and Analysis (CD&A) section. The intent behind the CD&A is to provide investors access to clear explanations of executive compensation and the philosophy that underlies compensation. As often happens, this good intent is accompanied by several unintended risks that may mitigate the effectiveness of the CD&A.

Today's corporate environment requires managers to be excellent decision makers. Their ability to make fast, widely-supported, and effective decisions will, in large part, shape the performance of their firms. In this article, we describe two cognitive systems that influence decision making. System 1 refers to a process that is fast, effortless, and intuitive. System 2 is a slow, controlled, and rule-governed decision-making process. Both are important to a wide variety of managerial decisions, and they interact with each other. There are, however, a number of forces at work that hinder the effectiveness of these processes. For example, we know from prospect theory that managers are unwilling to incur loss, so much so that they often make irrational decisions based on a small probability that they could avoid such loss. Another example, the escalation of commitment, explains why managers may continue to dedicate resources to failed projects. We describe these and other biases, with a view toward helping managers better understand the problems of decision making and improve the effectiveness of their decisions.

Just over a decade ago, the work of strategic management scholars helped to broaden the perspectives of executives caught in the throes of declining organizational performance. In addition to the traditional turnaround options that stabilized financial performance, managers were shown approaches that they could deploy to reduce the chances of a recurrence of the turnaround situation. This article updates the progress that has since been made in understanding the turnaround process. Further, we look at an ambitious approach to redirecting the strategies of a reemerging company toward a more promising competitive position, as the essential last step in the process of business turnaround. Called strategic transformation, this approach to reformulating strategy cultivates company growth in strong or emerging markets.

Leadership theories abound, but few have provided a means to integrate the depth and breadth of the vast literature available. Building on the research of Crossan, Vera, and Nanjad (who propose Transcendent Leadership as an integrative framework), we describe the key leadership challenges of leading across the levels of self, others, organization, and society. We argue that much of the leadership discourse has focused almost exclusively on leadership of others and occasionally on the leadership of the organization as a whole, yet little has focused specifically on the integral component of leadership of self. We provide evidence of the necessity of multiple levels of leadership, as well as some practical guidance, by drawing from in-depth interviews of six leaders in various contexts.

With more country participants than the United Nations, World Cup football (soccer) is one of the most multinational businesses in the world. Zinedane Zidane's headbutt of Marco Materazzi near the conclusion of the last match of the 2006 championship between France and Italy triggered a diverse range of questions and problems for FIFA and others. A host of ethical, business, legal (especially disciplinary regulations) and political implications of World Cup football find their genesis in Zidane's headbutt. This case was awarded the Indiana University CIBER Award for the "Best International Case" by the Academy of Legal Studies in Business in 2008.

This note provides guidelines to consider and reviews the sources available for compensation research. Having an understanding of the "outside option", that is effectively the average salary being offered for a position in a specific type of firm is an important component of conducting analysis for compensation decisions. The information in this note will help in locating the information necessary for this type of analysis.

Zenovia Evans, mayor of the small Chicago suburb of Riverdale, was determined to save the subdivision of Pacesetter which had once been her home. As part of her efforts to save the deteriorating neighborhood, Mayor Evans joined a wide-ranging and innovative campaign to bring affordable housing to the entire Chicago metropolitan area, a region with a troubled history of race and class relations. Several influential business and civic leaders, learning of the predicament of inner-ring suburbs just south of the city, decided to lend a hand. They helped the Village of Riverdale devise a plan to renovate, rather than demolish, the subdivision and helped Pacesetters developers find programs that could provide the substantial funding that was needed to carry off the project. HKS Case Number 1890.0

Zenovia Evans, mayor of the small Chicago suburb of Riverdale, was determined to save the subdivision of Pacesetter which had once been her home. As part of her efforts to save the deteriorating neighborhood, Mayor Evans joined a wide-ranging and innovative campaign to bring affordable housing to the entire Chicago metropolitan area, a region with a troubled history of race and class relations. Several influential business and civic leaders, learning of the predicament of inner-ring suburbs just south of the city, decided to lend a hand. They helped the Village of Riverdale devise a plan to renovate, rather than demolish, the subdivision and helped Pacesetters developers find programs that could provide the substantial funding that was needed to carry off the project. HKS Case Number 1890.0

Der Spiegel is Germany's most influential political news magazine. In the 1970's, its founder Rudolf Augstein gave a 50% ownership stake to his employees and sold another 25% to rival publisher Gruner+Jahr, but retained significant control during his lifetime by stipulating in the bylaws that every important business decision would require a 76% shareholder approval. When Augstein died in 2002, however, his co-owners exercised the option the same bylaws gave them to buy a 0.5% stake each from Augstein's heirs, who thus lost their veto rights. In September 2007, the benefits and costs of sharing ownership with employees become particularly salient when the employees block the CEO's proposal to acquire 50% of the Financial Times Deutschland. Faced with the new balance of power, Rudolf's eldest son Jakob Augstein is forced to rethink the role that his family can play in Spiegel going forward. Should he try to buy back the pivotal stake? Sell the family stake altogether? But to whom, and at what price?

With an almost forty-year history as a business in China, the Wanxiang Group has navigated through the significantly different political and economic changes in China to succeed as a global leader in the auto parts industry, and to develop into a broad business conglomerate. Beginning in 1994, when it first began its operations in the United States, Wanxiang started to expand its role as a parts supplier into a discerning acquirer of distressed companies in the U.S. While it saw acquisition as an exciting means for growth, company strategy at its Hangzhou, China headquarters also included vertical integration with a goal of developing a full-on electric car. Were these two goals divergent or complementary: mutually supportive or exclusive?

This case, which outlines the product recall, is a supplement to Mattel and the Toy Recalls (A).

The Sat & Co. case demonstrates how market orientation can be achieved and how its implementation can lead to superior business performance in the context of the machine tool industry. Sat & Co. consisted of two divisions: the lathe division that manufactured the lathe machines, and the computer numerical control (CNC) division that assembled CNC machines. The capacity of both divisions was underutilized. The problem was that the lathe division manufactured very basic lathe machines and the CNC division assembled very technologically advanced machines. As a result, both divisions failed to satisfy their customers' needs. The lathe division was poorly market-oriented, whereas the CNC division was overly market-oriented. The chairperson of the board of directors was adamant that both divisions must survive, and that a market orientation must be achieved, i.e. the company must meet customers' needs and must improve its business performance.

With a 10 year history of doing business in China, Sealed Air was now betting on the country to help propel its growth as a global company. The company identified China as one of the initial investments in the company's Global Manufacturing Strategy that aimed to create efficiencies in its operations across the globe. As Sealed Air's new Shanghai plant starts production in 2008, will its almost $50 million investment pay off? Is ten years of experience in China enough to know how China works?

On July 30, 2007 the senior executive team of Mattel under the leadership of Bob Eckert, chief executive officer, received reports that the surface paint on the Sarge Cars, made in China, contained lead in excess of U.S. federal regulations. It was certainly not good news for Mattel, which was about to recall 967,000 other Chinese-made children's character toys because of excess lead in the paint. Not surprisingly, the decision ahead was not only about whether to recall the Sarge Cars and other toys that might be unsafe, but also how to deal with the recall situation. The (A) case details the events leading up to the recall and highlights the difficulties a multinational enterprise faces in managing global operations. Use with Ivey case 9B08M011, Mattel and the Toy Recalls (B).

This exercise is meant to help students take strategy concepts learned and adapt/apply them to their organizations.

The University of Chicago Graduate School of Business offered a discipline-based, flexible MBA program to full time, evening, weekend, and executive MBA students. At a time when other MBA programs were introducing significant changes to their curricula, Chicago felt its traditional approach worked well, and it was not contemplating significant change. This case describes Chicago's approach to MBA education and the challenges it faced.

In 1994, John Moores purchased the San Diego Padres baseball team. The team shared Qualcomm Stadium with the San Diego Chargers football team, which was the senior tenant and received a far higher share of stadium revenue than the Padres. As a result, the Padres' ability to support the payroll needed to field a competitive team was severely limited. The solution was to build a new ballpark for the Padres in a blighted area of downtown San Diego. Redevelopment of the blighted area was integrated into the ballpark construction project, with the Padres owner having the responsibility of being the master developer, and for guaranteeing increased tax revenues from the redevelopment. Typically, sports team owners had sought public funding of their new stadiums, promoting this with the expectation that the new stadium would catalyze other development-an expectation that was often not met. The San Diego Padres ballpark, PETCO Park, was the first integrated sports facility/redevelopment project ever attempted. In the end, the City of San Diego paid $301 million of the $474 million cost for the ballpark. By 2007 (three years after the ballpark opened), redevelopment projects worth approximately $4.25 billion had been completed, were underway, or were planned. Of these, $4 billion was privately funded. The previously blighted area was well on its way to a dramatic redevelopment. While the project turned out to be a huge success for the Padres, the City of San Diego, and the taxpayers of the City, there were, however, many obstacles that had to be overcome, including a 16 month halt in construction. The case describes the project, the role of the Padres, the City of San Diego, and other players.

In fall 2007, Stanford Graduate School of Business (GSB) adopted a new curriculum that it heralded as a "revolutionary change in management education." The new approach aimed at increasing the level and quality of student academic engagement. This case describes the concept and described its implementation and early challenges.