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This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.

This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.

Ben Cohen and Jerry Greenfield were best friends and socially conscious entrepreneurs when they founded Ben & Jerry's Homemade in the 1970s in Burlington, Vermont. The company was well-known for being offbeat, quirky, and committed to socially responsible ventures and using organic ingredients in its products. When the company went public in 1984, most people bought the stock because they believed in the company's values and mission. In late 1999, the financial and economic world was quite different, and two suitors-Unilever and Dreyer's Ice Cream-appeared, both very interested in acquiring Ben & Jerry's. This case describes not only the background and history of Ben & Jerry's, but the factors involved in the founders' having to decide what course of action to take.

This series of diversity caselets is designed to present short, quick vignettes of different workplace situations involving issues of gender, sexual orientation, race, disability, age, religion, culture, and ethnicity.

Case B describes the aftermath of Ben & Jerry's being acquired by Unilever. While there was public sadness and dismay over the socially responsible company appearing to "sell out," Ben Cohen and Jerry Greenfield tried to put it in the best possible light: "Under this new arrangement, Ben and Jerry's will be independently operated, our values will continue and we hope our efforts to make positive change will even expand. Unilever has contractually agreed to increasing socially beneficial activities as a percentage of sales every year. Ben and Jerry's will be doing more good than it does today."

Ruth Parks owns Top Resources, a temporary employment agency, with offices in Kansas and Missouri. She discovers an employee working at a big-box store. The employee is collecting workers' compensation (WC) for an injury she claims occurred while on assignment for Top Resources. The bigger picture paints Parks's concern that the temporary nature of employment agencies lends itself to greater risk of WC fraud. This case raises ethical issues concerning truth-telling, whistle-blowing, and workers' compensation. It raises questions concerning employee versus employer rights and the limited effects of regulations in adjudicating these claims.

This case involves the decision of a publishing company, El Diablo, to target a traditionally underserved market with a series of books about gang life and street vigilantism. The decision has repercussions within the firm, as collegial relationships are tested by office politics, and outside of the firm, where community response to the project is less than positive. Civil rights groups challenge the company's development of pulp fiction targeted at black youths as unethical and likely to lead them to violence. Also, the hiring of a minority candidate by the minority director of the new products division is questioned by top management. The case raises difficult questions: Does a corporation have a civic duty to its target audience? How might that manifest itself? At the intersection of profit and responsibility, who has the right of way? (Role-play opportunities are explained in the teaching note.)

This simple self-assessment instrument helps individuals and teams assess their behavior on four dimensions of moral leadership: truth-telling, promise-keeping, fairness, and respect for the individual. The instrument may be used with groups from companies, with learning teams, with individuals, or as a tool for practicing managers to distribute to their team members. Summary statistics of the four measures can help leaders assess the moral foundation of their leadership and whether their traditional leadership techniques are likely to have any effect.

This case presents the issues and dilemmas that Monsanto faced in deciding how to market its genetically modified products. It also covers patent issues, intellectual property, and licensing strategies.

This technical note, which presents an overview of the global water and food supply problem at the turn of the 21st century, is a good starting point for a discussion of the environmental and agricultural crises that exist throughout the world, and covers some of the potential solutions to these crises.

The Community Standards Panel of Harvard Business School must determine whether two students have violated the school's community standards, and if so, what sanction would be appropriate. Concerns allegations of plagiarism. In a second-year elective course, two students submitted a joint paper, substantial portions of which were taken nearly verbatim from their sources. The material was not footnoted. However, the sources were listed in the bibliography provided at the end of the paper. The students, who are not from the United States, claim that they followed the citation practices customary in their home country.

Supplements the (A) case.

Supplements the (A) case.

Maria Rodale, heir apparent to Rodale Press (Runners' World, Bicycling, Organic Gardening, Prevention Magazine) is about to begin a sabbatical to prepare herself for her as-yet-to-be-determined leadership role. She must consider several challenges: ascertaining her new job and convincing the chairman (her mother) to share power, gaining the confidence of more-experienced senior management, navigating family (shareholder) politics, and charting a new corporate direction and strategy.

This set of cases (labeled A through M [UV1898 through UV1911]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. "A Note on the Human Genome Project" (UV1911) is about genetic testing which provides background and information on the issues.

This set of cases (labeled A through M [UV1898 through UV1911]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. "A Note on the Human Genome Project" (UV1911) is about genetic testing which provides background and information on the issues.

This set of cases (labeled A through M [UV1898 through UV1911]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. "A Note on the Human Genome Project" (UV1911) is about genetic testing which provides background and information on the issues.

This set of cases (labeled A through M [UV1898 through UV1911]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. "A Note on the Human Genome Project" (UV1911) is about genetic testing which provides background and information on the issues.

This set of cases (labeled A through M [UV1898 through UV1911]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. "A Note on the Human Genome Project" (UV1911) is about genetic testing which provides background and information on the issues.

This set of cases (labeled A through M [UV1898 through UV1911]) presents various vignettes, each with a specific dilemma about genetic testing and the ethical issues and difficult decisions that this testing presents to patients, doctors, employers and employees. "A Note on the Human Genome Project" (UV1911) is about genetic testing which provides background and information on the issues.