個案總覽

This case series focuses students on the boom-and-bust behaviors in the Northern Forest sawmill industry. Stakeholders, from landowners to sawmill owners to government officials to environmentalists, all want to make sure that the overall demand for saw logs, as driven by sawmill capacity, does not exceed the rate at which the trees are growing. They do not want sawmill demand to "overshoot" the productive capacity of the forest resource, a classic problem in renewable-resource economies that the region had experienced approximately a century earlier. Students are called upon to use system-thinking skills (analysis of reference modes of behaviors, causal-loop mapping, and stock-flow mapping) in creating their causal hypotheses of the underlying system structure. Students are asked to design system-structure policies to help sustain both the industry and the natural resources of the region. The B case describes the views of the trade group for sawmills and veneer mills of the Northern Forest.

This case series focuses students on the boom-and-bust behaviors in the Northern Forest sawmill industry. Stakeholders, from landowners to sawmill owners to government officials to environmentalists, all want to make sure that the overall demand for saw logs, as driven by sawmill capacity, does not exceed the rate at which the trees are growing. They do not want sawmill demand to "overshoot" the productive capacity of the forest resource, a classic problem in renewable-resource economies that the region had experienced approximately a century earlier. Students are called upon to use system-thinking skills (analysis of reference modes of behaviors, causal-loop mapping, and stock-flow mapping) in creating their causal hypotheses of the underlying system structure. Students are asked to design system-structure policies to help sustain both the industry and the natural resources of the region. The C case describes the roles and views of environmental activists and nonprofit organizations of the Northern Forest. You, the student, advocate for the health of the forest ecosystems, which include the plants, animals, soil, air, and water. You also care about the connections between people and the forest (e.g., recreational opportunities, vital local forest-connected communities).

This case describes the roles and views of represent the people who own forested land in the Northern Forest. The Northern Forest (A)-(E) case series focuses students on the boom and bust behaviors in the Northern Forest sawmill industry. Stakeholders from landowners to sawmill owners to government officials to environmentalists all wanted to make sure that the overall demand for saw logs, as driven by sawmill capacity, did not exceed the rate at which the trees were growing. They did not want sawmill demand to "overshoot" the productive capacity of the forest resource, a classic problem in renewable resource economies that the region had experienced approximately a century earlier. Students are called upon to use systems thinking skills (analysis of reference modes of behaviors, causal loop mapping and stock flow mapping) in creating their causal hypotheses of the underlying systems structure. Students are asked to design system structure policies to help sustain both the industry and the natural resources of the region.

This case describes the roles and views of state foresters of the four Northern Forest states-Maine, New Hampshire, Vermont, and New York. They are the top state government officials in charge of forested lands, the associated ecosystems, and the forest projects' industry. The Northern Forest (A)-(E) case series focuses students on the boom and bust behaviors in the Northern Forest sawmill industry. Stakeholders from landowners to sawmill owners to government officials to environmentalists all wanted to make sure that the overall demand for saw logs, as driven by sawmill capacity, did not exceed the rate at which the trees were growing. They did not want sawmill demand to "overshoot" the productive capacity of the forest resource, a classic problem in renewable resource economies that the region had experienced approximately a century earlier. Students are called upon to use systems thinking skills (analysis of reference modes of behaviors, causal loop mapping and stock flow mapping) in creating their causal hypotheses of the underlying systems structure. Students are asked to design system structure policies to help sustain both the industry and the natural resources of the region.

Supplements the (A) case.

Known to Protestants as the "IRA Godfather of Godfathers" and to Catholics as a hero of the Irish Republican movement, Martin McGuinness is one of the most divisive figures in Northern Ireland. This case details McGuinness' meteoric rise through the ranks of the Irish Republican Army (IRA), his subsequent transition into electoral politics and, in the wake of the 1998 Good Friday Agreement, his appointment to the post of Education Minister for Northern Ireland. HKS Case Number 1742.0

Jack Smith had a stellar career at Chrysler managing major design teams and manufacturing plants before deciding to join industry leader and benchmark Toyota. It is his first day on the job; what will his orientation entail? Cursory walkthroughs and introductions before assignment to a job commensurate with his experience and accomplishments or something else to acclimate him to Toyota's unique management approach?

Jack Smith had a stellar career at Chrysler managing major design teams and manufacturing plants before deciding to join industry leader and benchmark Toyota. It is his first day on the job; what will his orientation entail? Cursory walkthroughs and introductions before assignment to a job commensurate with his experience and accomplishments or something else to acclimate him to Toyota's unique management approach?

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplement to case UV1722. John Johnson, the owner of the FinePrint Company, is presented with several opportunities to consider: (1) whether to accept a one-time special printing order (the A case, UVA-C-2193), (2) whether to outsource some of his printing to another printing company (the B case), and (3) whether to both accept the one-time special order and outsource it to another printing company (the C case, UVA-C-2195). In making his decision, he must consider the relevance of certain costs, the behavior of those costs, and the extent to which he has capacity constraints.

Supplement to case UV1722. John Johnson, the owner of the FinePrint Company, is presented with several opportunities to consider: (1) whether to accept a one-time special printing order (the A case, UVA-C-2193), (2) whether to outsource some of his printing to another printing company (the B case, UVA-C-2194), and (3) whether to both accept the one-time special order and outsource it to another printing company (the C case). In making his decision, he must consider the relevance of certain costs, the behavior of those costs, and the extent to which he has capacity constraints.

Choosing the right summer internship can often mean landing a plum position in the company after graduation. Ria Kumar arrived fully prepped for the summer slot interview having studied industry reports, research articles, and analyst reports. She talked to alumni and even spent time at the local Wal-Mart studying the merchandising assortment and product placement. Not surprisingly, she was offered the 12-week internship. The disguised (A) case describes Kumar's 12 weeks and allows students to think about the issues her experience brings forth. Were there red flags? Was her supervision appropriate? Would she be offered a position post graduation? Would she want it? In the (B) case, Kumar decides to work part-time in the local Wal-Mart to gain an "in-store" perspective. Again, she behaved proactively as part of her strategy to get the job offer. The in-store-experience, however, left an unfavorable view of the organization in Kumar's mind. What had her expectations been when she started the part-time job? What did this suggest about corporate management practices?

Supplements the (A) case.

Supplements the (A) case.

The sequel (1740.1) describes the emergence of a high-profile public lobbying effort called Save AmeriCorps. It details the full-court press effort-including the use of national and local media, political contacts of board members, and a range of public events-meant to convince Congressional appropriators to approve an emergency supplemental budget which would include additional funds for Americorps grants. Finally, the fact that the Coalition's effort falls short, at least in the near-term, raises questions about the long-term impact of such lobbying-as well as the more fundamental question about whether it makes sense for volunteers and nonprofit organizations to look to government for salaries and operating funds. HKS Case Number 1740.1