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Alain Verbeke is one of the world’s leading thinkers on international business (IB) and globalization, a renowned scholar and educator who contributes to creating a better global business environment by addressing some of today’s most critical challenges. He was one of the first scholars to advance a theoretically rigorous and practically significant perspective on international corporate social responsibility (CSR). Verbeke’s work on international CSR is particularly impactful because it is rooted in IB theory and based on a realistic set of assumptions about the behavior of managers, policymakers, and other market and nonmarket stakeholders. In this chapter, the authors apply theoretical principles central to Verbeke’s research – most notably behavioral assumptions of bounded rationality and bounded reliability – to analyze businesses’ and societies’ pace of progress in relation to stated environmental, social, and governance (ESG) goals. The authors argue that bounded rationality and reliability challenges create misalignment between stated/imposed commitments toward ESG performance, and economic actors’ ability to deliver on these commitments. The authors discuss examples of such misalignment, focusing on tensions among stakeholders, between stakeholder organizations and firms, and within firms. The authors propose that to be relevant for policy and practice, the sustainability research should be based on realistic microfoundational assumptions.

This case illustrates the challenges that Pollo Campero, a Guatemalan fast food company, faces when expanding in the US market. The purpose of this paper is to stimulate a discussion about consumer segmentation, competitive strategy and the internationalization of emerging market multinationals.

The case study is based on primary research conducted in conjunction with the company, including interviews with senior management and an ample review of documents. Secondary sources have been used to gather information about the industry, the US market and consumer segments.

The case illustrates that Pollo Campero was initially very successful in the US market because it appealed to consumers of Central American origin. It found it harder to appeal to a broader range of US consumers, who had no emotional attachment to the brand.

This is a complex, in-depth case study suitable for use with advanced MBA students and practitioners. Depending on the aims of the instructor, different aspects of the case can be highlighted and it can be used in a competitive strategy class as well as in a corporate strategy class or a strategic marketing course. It can be used in a class focussing on brand, positioning and consumer segmentation, a class on competitive strategy in the fast food industry, or a class on the international strategy of emerging market multinationals.

The purpose of this paper is to provide a framework with which to understand the issues that arise in the discussion cases included in this Special Issue and explains the role of case studies in the education of those responsible for leading organizations.

This paper is based upon the review of literature from a range of disciplines, all of which is relevant to executive learning; the analysis of the cases and papers in this Special Issue, and interviews with colleagues who use the case method.

The case method is useful in the education of managerial decision makers who face complex situations, but it is most effective when the cases contain certain essential ingredients and when the instructor is skilled in discussion leadership. These ingredients include the presence of a protagonist, the deep description of a problematic situation, the existence of at least two reasonable courses of action, and sufficient data to evaluate each alternative. The interactive nature of case discussions reinforces those values and behaviors that associate with civility.

Since some of the discussion cases were in the process of completion, it was not always possible to evaluate the experience with their use in the classroom.

The introductory paper points to broader opportunities for the use of the case method, and for its adaptation to experiential learning, than is generally recognized in academia.

The use of discussion cases in management schools, where future business leaders interact with professors and classmates in an environment of critical learning and respect for opinions of others, encourages behaviors of civility.

This introductory paper is valuable in providing a framework to integrate and make sense of the diverse topics, situations, and contexts described in the cases contained in the Special Issue.