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The Envision Healthcare (EVHC) case examines the operations of one of EVHC's divisions, EmCare, a national physician services outsourcing company. The case describes EmCare's controversial use of out-of-network billing for a significant share of its revenues. As the company faced increasingly negative scrutiny for these practices, the case highlights the different perspectives and vantage points- both good and bad- of this strategic decision, and delves into the question of ethical practices as it relates to out-of-network billing. Students will explore the legal, societal, and economic implications of EmCare's business model, grappling with questions of business ethics and responsibility to customers. As EVHC contemplates reducing the out-of-network billing practices of its divisions including EmCare, the company faces important questions around financial viability, which serve as an opportunity for students to develop recommendations and novel approaches to EVHC's strategic quandary. Ethical challenges are common to healthcare organizations as they develop and implement strategy. Organizations must deal with questions of profitability and performance against the backdrop of making self-guided decisions around social responsibility and ethical practices. The case provides relevant context regarding emergency medicine, out-of-network billing, and payer-provider-hospital relationships. With this background, students are encouraged to consider the gamut of considerations, some of which are not so obvious, when weighing strategic decisions that bear in mind social and ethical implications.

In this fictional case, a customer experience manager is torn between loyalty to her family and to her employer after she gets inside information from her cousin suggesting that one of the company's suppliers might not be able to make good on its contractual obligations. If she shares what she's learned with her manager, her company might elect not to renew its contract with the supplier. But passing along the information would mean betraying a promise to her cousin and might put her cousin's job at risk. This fictional case study by Joseph L. Badaracco features expert commentary by Stacey Peck and Mita Mallick.

In this fictional case, a customer experience manager is torn between loyalty to her family and to her employer after she gets inside information from her cousin suggesting that one of the company's suppliers might not be able to make good on its contractual obligations. If she shares what she's learned with her manager, her company might elect not to renew its contract with the supplier. But passing along the information would mean betraying a promise to her cousin and might put her cousin's job at risk. This fictional case study by Joseph L. Badaracco features expert commentary by Stacey Peck and Mita Mallick.

In this fictional case, a customer experience manager is torn between loyalty to her family and to her employer after she gets inside information from her cousin suggesting that one of the company's suppliers might not be able to make good on its contractual obligations. If she shares what she's learned with her manager, her company might elect not to renew its contract with the supplier. But passing along the information would mean betraying a promise to her cousin and might put her cousin's job at risk. This fictional case study by Joseph L. Badaracco features expert commentary by Stacey Peck and Mita Mallick.

In February 2018, Nayana Mawilmada (Nayana), investment head for the Sri Lankan government's ambitious $40 billion Megapolis project, must weigh an attractive job offer to move from the public sector to the private sector. A massive government project aimed at improving the lives of 5.8 million people living in and around Colombo, the Megapolis was stalled for many years until Nayana took on a leadership role. The case documents what he has learned to do to move things forward across a complex web of stakeholders (vying government agencies, politicians, funding institutions, academic experts, the press, users, and the general public). Just as the project gains official approval and is set to move to actual implementation, Nayana faces a career choice. Alongside that choice, students must determine whether Nayana has been successful or not.

In 2015, Apple CEO Tim Cook debuted the iPhone 6S with enhanced security measures that enflamed a debate on privacy and public safety around the world. The iPhone 6S, amid a heightened concern for privacy following the 2013 revelation of clandestine U.S. surveillance programs, employed a default encryption system that prevented both Apple and government authorities from accessing data stored on the device. Law enforcement officials warned that the encryption hindered investigations for criminal cases and international terrorism and called on Apple to build a backdoor, a way to bypass the encryption. But Cook maintained that any backdoor would compromise customers' privacy and security. In 2016, a federal judge ordered Apple to provide technical assistance to unlock the iPhone used by one of the two mass shooters who killed 14 people in San Bernardino, California. Apple refused to comply with the order and asked the government to withdraw its demand. This refusal highlighted Apple's stated policy of supporting consumer privacy. Meanwhile, in China, Apple removed various VPN apps from Apple's Chinese App Store. This action elicited strong negative responses from civil rights activists and members of the U.S. government. In 2019, Apple again faced criticism for removing the HKmap.live app from the App Store, which had been used by protestors in Hong Kong. As these situations unfolded, Cook considered his responsibilities to global governments as well as to Apple's customers, employees, and shareholders.

The case covers the ongoing Wang family dispute over the inheritance of YC Wang, the billionaire founder of Formosa Plastics Group, one of Taiwan's most prominent industrial conglomerates, who died in 2008 at the age of 91 without leaving a will. Within six months of his father's death, his eldest son Winston Wong filed a lawsuit in the US to uncover the whereabouts of his father's hidden assets, most of which he believed were unaccounted for in the inheritance settlement in Taiwan in 2009. He discovered that his father had transferred huge blocks of FPG shares to offshore trusts in Bermuda, the British Virgin Islands and the Cayman Islands (where they remain to this day). Having three wives and nine children, YC Wang took pains to maintain the family's control over FPG after his death and to protect his vast fortune from inheritance taxes in Taiwan. He also went to great lengths to ensure that his philantrophic activities in education and healthcare would endure. The case explores these and other options open to founders who plan ahead to ensure their wealth is not squandered by succeeding generations.

These fictional caselets, some of which are based on lived experience, present dilemmas and ethical issues in the financial field. The situations include an investment-banking firm executive deciding how to handle an investment tip; an executive struggling with whether to push her tech start-up client to a lucrative IPO or to follow her company's directive to push a merger instead; an employee asked to contravene accepted accounting practice; an employee at a wealth-management firm pressured to promote two underperforming funds; a financial manager whose elderly clients unwisely want to liquidate a significant portion of their savings for a risky venture; and a fintech venture manager who is conflicted about the high interest loans his company offers. These caselets outline and convey the complexities and difficult choices that individuals in the world of finance often confront.

Alyssa Harris was the CEO of TechTeen, a Washington, DC, nonprofit. Like many organizations during summer 2020, TechTeen issued a statement supporting the Black Lives Matter movement. A valuable board member expressed concern, threatening to resign over the statement, which escalated discussions among staff and volunteers. The case considers how Harris should manage and respond to these issues. Harris must consider each of her stakeholders, how they might be affected, what to communicate, and how to communicate. This case enables discussion of values in addition to managing public opinion. The teaching note for this case guides the instructor to: (1) map the issues, stakeholders, and potential actions relevant to the case; and (2) critically assess the multiple aspects of the case that apply in business settings.

Through most of 2020, the United States was battling the same demon as the rest of the world: the COVID-19 pandemic. During the pandemic, a large number of people worldwide spent more time at home, so they noticed repairs that needed to be made and used the increased time spent in their living quarters to paint rooms, garden, build, and complete projects. Many people turned to The Home Depot for the materials and tools to achieve these goals. To address the needs of its workforce, The Home Depot invested in its employees by offering additional compensation, changing employee benefits, and creating a safe environment. As the pandemic continued, the executive team knew that safety measures would be essential to the organization's ongoing success. The Home Depot needed to protect its associates and the public. But the company's biggest selling season loomed. Spring was the kickoff for the many home-improvement projects and jobs across the United States. Leadership had to consider the need to manage increased customer traffic and sales without aiding in the spread of the coronavirus.

Tim Hortons built a successful business in Canada by creating a vertically integrated company working with small-scale franchisees and incorporating its "Canadian identity" in its marketing strategy. The company's internationalization efforts were much less fruitful, however, with 80% of outlets located in Canada, and just 18% in the United States. In 2014, 3G Capital - a Brazilian-American private-equity firm - acquired Tim Hortons with plans to speed up the company's internationalization process. The new owner's attempts to implement cost-cutting measures were quickly met with strong resistance from both franchisees and Canadian consumers and, in 2019, it faced two major challenges: at home, it had to restore the confidence of franchisees and consumers and, abroad, it faced stiff competition from chains that enjoyed a significant head start in new international markets. On top of everything else, it appeared that Tim Hortons's business model might not lend itself to internationalization.

Dick's Sporting Goods was one of the top five retailers of a range of firearms in the US. Over the last several years and specifically following the Parkland shooting of 2018, Ed Stack, the CEO and chairman, had wrestled with the question of their role as a leading firearms retailer and the inconsistent patchwork of laws, oftentimes right after a tragic shooting.

Dick's Sporting Goods were one of the top five retailers of a range of firearms in the US. Over the last several years and specifically following the Parkland shooting of 2018, Ed Stack the CEO and chairman, had wrestled with the question of their role as a leading firearms retailer and the inconsistent patchwork of laws, often times right after a tragic shooting.

This study analyzes real experiences of culture management to better understand how ethics permeates organizations. In addition to reviewing the literature, we used an action-research methodology and conducted semistructured interviews in Spain and in the U.S. to approach the complexity and challenges of fostering a culture in which ethical considerations are a regular part of business discussions and decision making. The consistency of findings suggests patterns of organizational conditions, cultural elements, and opportunities that influence the management of organizational cultures centered on core ethical values. The ethical competencies of leaders and of the workforce also emerged as key factors. We identify three conditions a sense of responsibility to society, conditions for ethical deliberation, and respect for moral autonomy coupled with a diverse set of cultural elements that cause ethics to take root in culture when the opportunity arises. Leaders can use this knowledge of the mechanisms by which organizational factors influence ethical pervasiveness to better manage organizational ethics.

This is a fictional roleplay based on the experiences of Daryn Dodson, the managing director of Illumen Capital, an investment firm that aims to leverage its power as an investor to deliver capital combined with evidence-based bias-reduction training and coaching for its portfolio of fund managers. Through Illumen Capital, Dodson worked to train portfolio fund managers to discern and eliminate implicit and explicit biases, thereby helping them to increase their returns by optimizing investment opportunities, hiring, and board selection. His approach included the "Illumen Impact Experience" in which Dodson linked slavery, lynching, and mass incarceration to the asset management industry to help people understand how assets became so imbalanced and created the huge disparities that contribute to suboptimal returns in investment portfolios. Dodson supported these historic linkages with current research, including a study conducted with Stanford SPARQ's Jennifer Eberhardt that revealed, counterintuitively, that the better Black, male fund managers performed, the greater the levels of bias they faced. Dodson is just wrapping up a pitch to the endowment of a university that was long ago saved from financial collapse by the sale of 272 slaves. The university had attempted several things to make amends for this, but Dodson thought they could do a lot more - and one was through management of the endowment. Should he, as a Black asset manager, bring up this history? If he brings it up, what tone should he use? What outcome would he be hoping for? How would bringing it up help, or hinder, his achieving the outcome? This is the elephant in the room. One student plays Dodson and the other plays the university investment officer in this roleplay that broaches on numerous issues related to race, justice, and the possibility of reparation.

In October 2015, Ho Ren Hua took over as CEO of Thailand-based Thai Wah Public Company (TWPC), a family-owned business supplying starch and starch-related food products. Since then, he had introduced several changes to professionalise the company, which included introducing more independent directors who were highly-qualified with experience in multinational corporations (MNCs), bringing in an end-to-end Enterprise Resource Planning (ERP) system, formalising a career and personnel development system, and transforming the firm into a data-driven one. In addition, Ren Hua made innovation a hallmark of the company, and developed measures to enable TWPC to become a more sustainable business. He also initiated a formal mechanism to renew the leadership of the company, making sure that his family's role in TWPC did not prevent the company from being professionally run. The case looks into how TWPC transformed to become a professional family business with innovation and a data-driven culture at its core, even as Ren Hua worked to ensure that his family's role in managing the company did not in any way overshadow the work and contributions of the other staff and board directors.

The CEO of Serum Institute of India (SII), a $12.8 billion Indian Family business is faced with a risky choice between principles and profit. SII is the largest manufacturer of vaccines in the world and Adar Poonawalla, the CEO and son of the founder has to decide how to temper his responsibility to meet the world's need for an affordable, efficacious and safe COVID-19 vaccine with his need to maintain profitability.

Following the March 10, 2019, crash of Ethiopian Airlines flight 302, en route to Nairobi, Kenya and the October 29, 2018, downing of Lion Air flight 610 as it took off from Jakarta, Indonesia, Boeing's 737 Max jet, the model flown in both instances, was grounded by the Federal Aviation Administration and regulators all over the world. During its 20-month grounding, airline customers cancelled or put in question more than 1,000 orders for the Max. By the time regulators allowed the 737 Max to fly again, in November 2020, Boeing faced challenges due to the negative effects of the COVID-19 pandemic on air travel in 2020 and the negative medium and long-term outlook for the airplane manufacturing industry. This case examines the challenges faced by Boeing and CEO David Calhoun as the company sought to recover from the financial consequences of the grounding and the pandemic and to re-gain the trust of passengers, airlines, regulators, investors, employees, and the media.

The authors argue that the corporate world and the world that it serves are ready for the next evolution of corporate virtue: 'virtuous capital'. Annual budgets and sustainability reports provide some hints about a company's true character, they say, but there is something that is far more telling: capital commitments. They show how 'virtuous capital', as indicated on a balance sheet, speaks volumes as to a firm's long-range commitment to making the world a better place. They provide four avenues for leaders to focus on going forward, including risk reallocation, different forms of ownership and government incentives.

This case is based on an actual organizational crisis, and the day-to-day operational factors and latent conditions that led to it. Case facts focus on the role of Malcolm Thornton (pseudonym), a newly promoted manager of ride operations at an amusement park. From his first days on the job, Thornton's ignorance and dishonesty nurture a crisis that crescendos with the grotesque death of a 10-year-old boy, who was a passenger on a park ride. Thornton's culpability is obvious, but additional, substantial contributing factors are seeded throughout the case: faulty structure and equipment; lack of safety policies and procedures; absence of external oversight; brazen, hazardous choices made by the designer/co-owner of the deadly ride; and the dereliction of duty by corporate executives.