Asbjorn Osland, Howard Feldman, George Campbell and William Barnes
John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture…
Abstract
John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture Group. John's presentation is included in the case as an exhibit. The case begins with a brief overview of the meeting and John's presentation. The body of the case describes the question and answer period immediately following John's presentation.
Included in the case is a set of exhibits that John has handed out to the audience as supplemental information. These exhibits provide additional information on marketing, management, and financial issues facing the company and John refers to them throughout the question and answer period. The VC's ask John a variety of questions in an effort to determine whether KT is an attractive investment opportunity
This case study, set in Central America, showed that total quality management training improved attitudes toward supervisors. It further demonstrated that working together within…
Abstract
This case study, set in Central America, showed that total quality management training improved attitudes toward supervisors. It further demonstrated that working together within a production unit with a focus on data based problem solving lead to better attitudes held by subordinates of supervisors than if the relationship were purely hierarchical. Middle managers who related to their superiors in a primarily hierarchical manner had less favorable views of their superiors.
Asbjorn Osland and Joyce S. Osland
The purpose of this case study is to illustrate the global risks facing an award‐winning company known for best practices in sustainability and HRM that, nevertheless, is…
Abstract
Purpose
The purpose of this case study is to illustrate the global risks facing an award‐winning company known for best practices in sustainability and HRM that, nevertheless, is challenged by a contentious land dispute with indigenous communities and numerous stakeholders.
Design/methodology/approach
This is a case study based primarily on secondary sources, such as reports and web sites of the company and its stakeholders.
Findings
Aracruz Celulose SA, a Brazilian pulp company founded by a Norwegian, owns legal title to land claimed by indigenous communities. As a result, they face a complex array of additional stakeholders with contradictory perspectives: local and international non‐governmental organizations, various Brazilian and Norwegian Government entities, the World Bank, and investors. The company runs the risk of losing land and assets, reputation, and investors. There are few simple solutions to the dilemma of unresolved property rights and agrarian reform problematic in much of Latin America. Even Aracruz's hoped – for court ruling may not guarantee an end to conflict without a creative solution.
Research limitations/implications
The controversy is ongoing and the outcomes are not yet determined. Based on one case, limited generalizations can be made.
Originality/value
Numerous best practices in the operational areas under a company's control cannot completely protect firms from risks related to larger societal dilemmas and the need to negotiate win‐win solutions with stakeholders.
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An expatriate general manager of Bocagrande, a production division in Central America, wonders whether or not he should appoint Angelica, a professional woman native to the…
Abstract
An expatriate general manager of Bocagrande, a production division in Central America, wonders whether or not he should appoint Angelica, a professional woman native to the country of Morazan, to an executive position in their almost exclusively male dominated production division in Bocagrande. It was the manager’s decision, but the environment was clearly “machista”, or one characterized by an extreme view of male supremacy common to Latin America and even more extreme in the remotely located production division he managed. Yet Angelica had proven her ability. Could she handle a job in the division, or would she be destroyed by machismo?
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From an international perspective, presents an interesting problem about discipline, as it discusses the appropriate discipline for a group of employees who confessed to stealing…
Abstract
From an international perspective, presents an interesting problem about discipline, as it discusses the appropriate discipline for a group of employees who confessed to stealing food ‐ cooking oil and a special mix of flour ‐ donated by the US Government for distribution to the poor of the Third World. The expatriate manager is wondering just how severe he should be, given the circumstances where the relatively poor employees felt it was acceptable for them to receive the free food. The young woman who distributed the food to the poor also distributed it surreptitiously to her fellow employees. A complicating factor is that she was noticeably pregnant at the time which entitled her to special protection under Colombian labour law from arbitrary dismissal.
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Illustrates how good HR practices can help when a company becomes engulfed in conflict with neighboring communities.
Abstract
Purpose
Illustrates how good HR practices can help when a company becomes engulfed in conflict with neighboring communities.
Design/methodology/approach
Describes the case of Aracruz Celulose which, while feted with awards for its best practice on sustainability and HR, was involved in a 30‐year conflict over land ownership.
Findings
Argues that HR managers can: ensure that the firm's talent pool has the requisite leadership skills for future challenges; play a role in educating managers, workers and stakeholders so that their mindsets are changing with the times and current realities; take steps to ward off or ameliorate the effect of societal conflicts and targeting by non‐governmental organizations; educate and advocate that HRM best practices with employees and other stakeholders hold equal importance to best practices in internal operations; establish social‐performance tools to audit how well the company is doing in terms of corporate social responsibility and stakeholder relations.
Practical implications
Reveals that best practice in operational areas under a company's control cannot always protect firms from risks related to wider societal dilemmas.
Originality/value
Cautions against allowing claim and counter‐claim to fuel a festering dispute.