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In 2009, Whole Foods stands at a crossroads. Their incredible growth over the past 25 years has vaulted them into the ranks of the largest US supermarkets and they have arguably led to the widespread acceptance of natural and organic foods in the United States. Yet more recently, Whole Foods has come under attack as having abandoned their prior social mission as they have increasingly sought to deliver economic growth. The case begins with their acquisition of Wild Oats, at that time their largest competitor and describes many of the mechanisms they have used to successfully integrate prior acquisitions. Furthermore, the case shows the significant tension between their social mission and their far-flung supply chain, while discussing some of the tradeoffs that exist in the development of the "industrial organic" model. Finally, the case 'Whole Foods: Balancing Social Mission and Growth' also allows for students to assess CEO John Mackey's new model of "conscious capitalism." Is Mackey's idea a workable model, or just an excuse for Whole Foods extensive growth while avoiding progressive practices such as a unionized workforce?

Since 2006, SK Telecom has worked to develop strategic corporate social responsibility programs that are aligned with its business operations and corporate mission. The case tracks the original assessment process the company went through and successive organizational design efforts to align its CSR strategy and implementation architecture. In 2009, the company is going through reorganization, and the protagonist is considering how well the existing structure of SK Telecom's CSR efforts supports its strategy. The key dilemma he is faced with is whether to change the design of the CSR organization, or perhaps revise the CSR strategy to better match the existing organizational architecture.

What issues commonly arise in international financial management? Kenichi Watanabe and Takumi Shibata, CEO and COO of Nomura Holdings Inc., one of the leading investment banks in Asia, have the opportunity to expand their firm internationally through the acquisition of various parts of Lehman Brothers, an insolvent global investment bank. In evaluating this opportunity, students must consider the complexities of such expansion, including the challenges posed by a multinational insolvency, the difficulties of post-merger integration in a cross-border acquisition, and more general issues related to currency hedging and international taxation.

This technical note provides a simple, yet powerful, optimization exercise to demonstrate the benefits of diversification in a portfolio and the importance of asset allocation. While the note is targeted for MBA students in an investments or portfolio management course, it is also appropriate for an advanced undergraduate course.

The owner of a small financial services firm is evaluating the performance of four funds to determine whether to offer them to his clients. The funds span a variety of objectives and include a recently initiated fund. The case explores issues related to the evaluation of mutual fund performance, including the selection of benchmarks and the effect of fees. The case provides a natural and compelling context in which to discuss market efficiency.

This case examines the importance of liquidity to financial markets, using the dramatic volatility of mutual fund flows in 2008 as an example. While the case is targeted to MBA students in an investments or portfolio management course, it is also appropriate for an advanced undergraduate course. It is written from the perspective of a fund manager who has experienced significant redemptions in 2008 and is considering whether or not to use ReFlow Management LLC's "liquidity provision" service. The case requires students to examine the nature and magnitude of mutual fund trading costs, how fund flows may induce additional trading and how ReFlow's innovative service attempts to resolve these issues. Through this analysis, students will better understand what is meant by the term "liquidity" and how liquidity, or a lack thereof, can negatively impact portfolio performance.

How can executive education providers and purchasers best facilitate the transfer of program learning back to a participant's workplace setting? All too often, busy schedules, dealing with one crisis after another, and superseding priorities hinder such a transfer. This case is best used in a course where issues of education program design and/or adult learning are topics of interest. Similarly, it can also be a valuable addition to a course focusing on creating a learning organization and/or talent development.

Spreadsheet Supplement for UV2561 AND UV4737.

This technical note provides a list of resources for researching various aspects of managing human capital within organizations.

In June 2005, Eddie Bauer, the specialty apparel retailer, emerged from bankruptcy. Under the plan of reorganization former creditors converted their debt into common shares, taking 100% ownership in the reconstituted company. Large banks -- including Bank of America and J.P. Morgan Chase -- were among the former creditors. In October 2005, Eddie Bauer stock was selling for $24 per share. Analysts were projecting target prices ranging from $22 to $35 per share. Account managers at Bank of America and J.P. Morgan Chase needed to assess whether to hold or sell their shares in Eddie Bauer.

In February 2007, shareholders of Eddie Bauer, the specialty apparel retailer, were scheduled to vote on management's proposed sale of the company to two private equity firms. More than 50% of outstanding shares in Eddie Bauer needed to be voted in favor of the deal for it to be finalized. Shareholders needed to decide whether to vote for or against the proposed sale, which was fully endorsed by the board of Eddie Bauer.

The Eddie Bauer (B) case describes the events leading up to February 2007, when shareholders of Eddie Bauer, the specialty apparel retailer, were scheduled to vote on management's proposed sale of the company to two private equity firms. The Eddie Bauer (C) case describes what happened and the outlook for the retailer.

This first case in a two-part series offers a look at diversity recruitment in a Fortune 500 company. With a white male champion at the helm, the A case shows how competent leaders do something interesting with diversity in a hiring system that has a strong pipeline of diverse talent for future consideration. Other Fortune 500 firms ask it to share recruiting best practices. But the head of recruiting wonders if his work efforts will change JPMC when he sees mostly male faces of on the cover of a recent (2008) Fortune magazine.