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Fusplas Inc.: eligiendo un nuevo presidente ejecutivo (A)
Roig, Barto; Melé, DomènecCase BE-163Business Ethics and Corporate Social ResponsibilityAnte el repentino fallecimiento del consejero delegado y principal accionista de la empresa, se plantea la necesidad de elegir un sucesor. La viuda del consejero delegado, como heredera de sus acciones, tiene un papel primordial en la decisión a tomar. Sin embargo, sabe muy poco de negocios y tiene dudas sobre a quién elegir. El caso presenta la personalidad y comportamiento de varios directivos y consejeros de la empresa que son potenciales cand...Starting at €8.20
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New England Wire and Cables (B)
Melé, DomènecCase TD-119-EBusiness Ethics and Corporate Social ResponsibilityStarting at €5.74
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Storm on Wall Street (A)
Melé, DomènecCase TD-22-EBusiness Ethics and Corporate Social ResponsibilityStarting at €8.20
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New England Wire and Cables (A)
Melé, DomènecCase TD-118-EBusiness Ethics and Corporate Social ResponsibilityStarting at €8.20
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New England Wire and Cables (C)
Melé, DomènecCase TD-120-EBusiness Ethics and Corporate Social ResponsibilityStarting at €5.74
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Fusplas Inc.: Appointing a New CEO (B)
Melé, DomènecCase BE-164-EBusiness Ethics and Corporate Social ResponsibilityThis case provides information in the possession of one of the directors that sheds light on the behavior of two of the other directors and helps explain their votes. This information confirms certain suspicions that may have arisen in part (A). It also provides an opportunity to explore the character of some of the individuals in the case.Starting at €5.74
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TDIndustries: Developing a corporate culture
Melé, DomènecCase TD-153-EBusiness Ethics and Corporate Social ResponsibilityTDIndustries (TDI) was a Texas-based company engaged in activities related to the construction industry. It was owned by its employees and no shareholder held more than 6% of the shares. It had a strong culture founded on the Servant Leadership philosophy and on trust. Five pillars had been established: Continuous improvement, Shared commitment, Continuous learning, Strategic planning and Diversity. The CEO believed that all of this created a pow...Starting at €8.20
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Fusplas Inc.: Appointing a New CEO (A)
Roig, Barto; Melé, DomènecCase BE-163-EBusiness Ethics and Corporate Social ResponsibilityWhen the company's CEO and main shareholder dies unexpectedly, a successor has to be chosen. The CEO's widow, who inherits her husband's shares, plays a leading role in the decision. However, she is unfamiliar with the business and does not know who to choose. The case outlines the personality and behavior of various company managers and directors who are candidates for the post.Starting at €8.20
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Medtronic Inc.: From Corporate Mission to Organizational Culture (C)
Corrales A.; Melé, DomènecCase BE-158-EBusiness Ethics and Corporate Social ResponsibilityAfter bitter experiences related with bribes in Europe and Japan, Bill George decided to implement a code of conduct for Medtronic. This code was later complemented by a code of ethics for senior financial officers, a code of business conduct and ethics for members of the board of directors, and environment, health and safety guidelines. Bill also established the Medtronic Principles of Corporate Governance (MPCG). The case presents these codes.Starting at €5.74
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Medtronic Inc.: From Corporate Mission to Organizational Culture (A)
Corrales A.; Melé, DomènecCase BE-156-EBusiness Ethics and Corporate Social ResponsibilityTwelve years after the foundation of Medtronic Inc. in 1949, Earl Bakken, one of its founders, wrote the Corporate Mission Statement of this company. Since then, this organization has been a mission-driven and values-centered organization with an adaptable business strategy. In 1989, Bill George, an admired manager, was appointed as President and Chief Operations Officer. Bill saw in Medtronic several outstanding features fully in line with his m...Starting at €8.20