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9B09C007 9B09M015
A Tattle Tale?
Wee Ling Loo Teaching Note: 8B09C07 Publication Date: 3/31/2009 T.J., an undergraduate at a business school, was upset to find a group mates contribution to his group project containing plagiarized and poorly paraphrased content (also without any citation as to source in some instances). T.J. and four others had to work with K.C., the errant group member, on three group projects that together made up 30 per cent of the final mark for the course. In particular, T.J. was upset by the shoddy corrections provided by K.C. when his error was highlighted. T.J. was also appalled at K.C.'s nonchalant attitude towards plagiarism and the group projects, especially after discovering that K.C. had done the same on their first group project. T.J. felt strongly that the matter should be brought up to the course professor but two of his group mates disagreed, fearing that the group harmony would be adversely affected, thus jeopardizing their last group project, which carried significantly higher weight at 20 per cent. The remaining two group mates did not seem to consider the matter a serious one. T.J. wondered what the right thing to do would be. This case was written for use in the introductory class to a business ethics course. However, it has potential for use in lessons on negotiation, conflict resolution and team dynamics. The case is based on an actual occurrence but names have been changed to provide anonymity. The subject of plagiarism and a poorly contributing group member to group assignments is one that resonates deeply with students pursuing any course that emphasizes group work as a necessary component of the course assessment. The case has practical relevance to the working world inasmuch as the incident can occur in that context. Apart from being a useful opener to any course on ethics, the case also serves as a good reminder to students about plagiarism. It provides opportunities for clarification and discussion on what exactly constitutes plagiarism and the professors'/universities' stand on the matter. Disciplines: Human Resource Management Issue(s): Ethical Issues, Group Behaviour, Whistleblower, Plagiarism Industry: Educational Services Setting: Singapore, Not Applicable organization, 2008 Difficulty: 2 - Intro/Undergraduate Length: 2 pages
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
projects and department managers is not very smooth. The chief executive officer must decide how he can improve the collaboration efforts across the company's different departments. Disciplines: Human Resource Management, International Issue(s): Communications, Organizational Change, Organizational Structure, Project Management Industry: Business Services Setting: China, Small organization, 2007 Difficulty: 2 - Intro/Undergraduate Length: 9 pages 9B09N004 developing countries. Students must assess whether the complexity and risk levels involved with entering a new developing country are worth the potential returns. Disciplines: Finance, International Issue(s): Investments, International Strategy, International Joint Venture Industry: Real Estate Industry Setting: China;India;Canada, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 17 pages 9B08N028
Callmate Telips - Choice of Accounting Policy Cadim: China and India Real Estate Deals
Stephen R. Foerster, Marc Folch Teaching Note: 8B09N04 Publication Date: 1/30/2009 The president and chief operating officer of Cadim, the real estate arm of the Caisse de Dpt et Placement du Qubec, Canadas largest pension fund management firm, had recently been approached with several interesting multimillion-dollar investment opportunities in India and China. Although Cadim was still deciding whether to invest in either country (see Cadim: The China and India Real Estate Market Entry Decisions case), if the company chose to do so, it wanted suitable partners and deals lined up. Each deal had its pros and cons, but the president knew all too well that the wrong combination of partner and deal could have dire consequences for Cadims profits and the teams reputation. The case analysis involves risk assessment, partner assessment, cash flow analysis and portfolio fit analysis. Disciplines: Finance, International Issue(s): Internal Rate of Return, Investments, Valuation Industry: Real Estate Industry Setting: China, India, Canada, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 15 pages 9B09N003 Muntazar Bashir Ahmed Teaching Note: 8B08N28 Publication Date: 12/15/2008 Callmate Telips Telecom Limited (Callmate) was in the telecommunications business in which the regulatory controls were gradually being undone by the government of Pakistan as part of an economic deregulation program. Callmate was the pioneer in the payphones and prepaid calling card industries in Pakistan and had significant opportunity to develop into a major business entity. The events in the case demonstrate that the company strategy, as well as aggressive share price management, could be dangerous if there were no checks on the directors. All the directors of Callmate were close family members and the audit committee consisted of three of the directors. The external audit firm that audited Callmate was A.F. Ferguson & Co. (Ferguson) and they were an affiliate of Price Waterhouse Coopers International. Ferguson was regarded among the top professional accounting firms in Pakistan. As Callmate was listed on the Karachi Stock Exchange, it was required to publish its financials quarterly after these had been reviewed by Ferguson. The company had received permission during early 1995 to enter into the long distance international market, which was earlier the monopoly of the state firm Pakistan Telecommunication Corporation Limited (PTCL). A disagreement arose between the auditors and the company on the accounting policy related to revenue recognition used in the financials of the half year ended December 2005. This dispute and the company trying to manage its share price led to a number of problems that became public knowledge as the company tried to malign the auditors. The case examines corporate governance by examining the role of the external auditor, the conduct of the board of directors and the regulator of public listed companies. There were a series of events that caused a profitable company to rapidly become a pariah on the stock exchange and be suspended from the exchange. Disciplines: Finance, International Issue(s): Auditing, Management Style, Corporate Governance, Accounting Standards Industry: Business Services Setting: Pakistan, Medium organization, 2006 Difficulty: 5 - MBA/Postgraduate Length: 15 pages
Cadim: The China and India Real Estate Market Entry Decisions
Stephen R. Foerster, Marc Folch Teaching Note: 8B09N03 Publication Date: 1/30/2009 The president and chief operating officer of Cadim, the real estate arm of the Caisse de Dpt et Placement du Qubec, Canadas largest pension fund management firm, was considering whether Cadim should enter India, China or both on a long-term basis to diversify its global real estate holdings and take advantage of the growth these two countries were experiencing. The funds investment would potentially amount to hundreds of millions of dollars and could lead to substantial returns; however, these investments carried considerable risks. The case introduces many of the issues involved with managing an international portfolio of real estate and provides a detailed overview of the business environment and culture of both China and India. In doing so, the case exposes students to the complicated nature of regional risk assessment and the challenges of doing business in
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
9B09N008
Callmate Telips (B): Orix Investment Bank Pakistan Limited - Callmate Risk Uncovered
Muntazar Bashir Ahmed Teaching Note: 8B09N08 Publication Date: 5/21/2009 Orix Investment Bank Pakistan Limited (OIBPL) was a non-bank financial institution (NBFI) providing corporate finance, brokerage and other services to large enterprises and was listed on the Karachi Stock Exchange. The annual financial statements for the year ended June 30, 2008 revealed that, as a result of default by one customer, the bank had incurred an enormous loss of over half a billion rupees, which had seriously eroded the banks capital base. As a consequence, the bank had to seek new capital through a rights issue and this had required support of the Japanese sponsor, Orix Japan, to underwrite the issue. The customer in default was Callmate Telips Telecom Limited (CTTL); details are in Callmate Telips (A) Choice of Accounting Policy case, No. 9B08N028. The case includes the instance of share price volatility that had been faced by the stock market in Pakistan. Two investigations had been done into the abnormal rise of the market. One of these investigation reports had identified OIBPL as a key player in the speculative dealings that were financed through the overnight financing system known as badla. Another investigation by the NBFI regulator, Securities Exchange Commission of Pakistan (SECP), had examined the abnormally large volume of CTTL share trades on the KSE and found the directors of Callmate involved in manipulating the company share price. The directors were prosecuted and the judge had issued warrants for their arrests. The directors, faced with a difficult situation of a very large loss, decided to delay disclosing the loss by six months. There was circumstantial evidence in the case that would suggest that the directors should have known about the conviction of the directors of Callmate and that this would have an adverse affect on the share price of the company. The auditors report also was the standard clean report, in spite of the seriousness of the court decision, as it made the shares of Callmate worthless. The case can be used to examine corporate governance by analyzing a) the decisions of the directors b) the report of the external auditor c) the composition of the board of directors. If Case A is also being used, the dealings of CTTL with the regulator of publicly listed companies can also be included. There is an ethical dimension of governance and this viewpoint can also be discussed especially where both cases are being used. Disciplines: Finance, International Issue(s): Risk Management, Corporate Governance Setting: Pakistan, Medium organization, 2008 Difficulty: 5 - MBA/Postgraduate Length: 21 pages 9B09M018
By 2009, China's exports had increased dramatically from $250 billion in 2000 to a projected $1,500 billion in 2009. This enormous growth of exports severely damaged competing businesses in the advanced nations, particularly the United States and Europe. China's entry into the World Trade Organization (WTO) in 2001 guaranteed China's right to export to these nations, but at the same time the WTO required China to adhere to certain rules that sought to support fair trade and create a level playing field. Several broad subjects each gave rise to a series of trade disputes: the protection of intellectual property, health and safety concerns about China's products, labour and environmental standards, China's manipulation of their currency, and costs and prices determined by the government rather than free markets. This case examines each set of trade disputes and China's attempts to resolve them. Many disputes were embedded in cultural practices and ideological positions and so they might not disappear quickly. Shortcomings in China's legal and judicial system hampered enforcement. In addition, many rested on the government's desire to protect the interests of Chinese businesses and their employees, and so China might alter its practices only if confronted with credible retalitory threats. China's central government experienced the "principal-agent" problem where its wishes and decisions could be ignored by local governments and firms. Meanwhile, changes in industry structure within the advanced nations were altering the negotiation positions of Western governments. The case examines the WTO dispute resolution procedures and enforcement mechanisms that have been directed at China's trade disputes. Disciplines: General Management, International Issue(s): Government and Business, International Business, Globalization Setting: China, Not Applicable organization, 2009 Difficulty: 4 - Undergraduate/MBA Length: 15 pages 9B08A012
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
service market situation in South Korea is summarized. The next section provides a brief explanation of KTF and its new brand launch strategy in the 3G service market, covering topics from the market survey for 3G service to the brand-building processes. This is followed by an examination of how KTF used marketing-integrated communication for its new SHOW 3G service brand. Finally, the competitor's reaction to KTF's successful brand launch is summarized. Issue(s): Brands, Mobile Communication Industry, New Brand Launching Strategy, Integrated Marketing Strategy Industry: Communications Industry Setting: Korea, Large organization, 2007 Difficulty: 4 - Undergraduate/MBA Length: 18 pages 9B08M064 Difficulty: 4 - Undergraduate/MBA Length: 3 pages 9B09A008
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
Issue(s): Location Strategy, Networks, Alliances, Competitive Strategy, Learning Industry: Miscellaneous Manufacturing Industries Setting: Taiwan, Large organization, 2006 Difficulty: 4 - Undergraduate/MBA Length: 10 pages 9B08M087 Industry: Printing, Publishing & Allied Industries, Miscellaneous Retail Setting: Hong Kong, Small organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 7 pages 9B09M033
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
Disciplines: Marketing, International Issue(s): International Marketing, Marketing Channels, Retail Marketing, Store Formats Industry: Apparel and Accessory Stores Setting: India, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 16 pages 9B09M016
MIA, Philippines
Jim Kayalar Teaching Note: 8B09M16 Publication Date: 2/9/2009 The newly appointed country director of MIA Philippines, a non-profit organization with a mandate to alleviate poverty in developing countries, is faced with the challenge of designing and managing a development assistance project that would establish a go-to-market supply chain for a remote Filipino fishing village. The country director has to enter a new country, launch the project, deal with the constraints of a foreign culture, manage the expectations of major stakeholders whilst trying to manage a multi-cultural team and conclude the project on time. The value of the case lies in the realistic assessment of stakeholders motivation, their capabilities and assets, and project constraints during the design and implementation stages. Value chain analysis, value added analysis and stakeholder analysis are used to assess the applicability of project design, impact and long term success. Disciplines: General Management, International Issue(s): Project Design/Development, Project Management, Value Chain, Cross Cultural Management Industry: Non-Profit Organizations Setting: Philippines, Large organization, 2007 Difficulty: 4 - Undergraduate/MBA Length: 20 pages 9B09C009
meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems both as a tool to enhance individual performance and as a management control mechanism is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management. The case is to be used along with Performance Management at the National Institute of Management (Central India Campus) (A) No. 9B08C020. Disciplines: General Management, Human Resource Management, International Issue(s): Incentives, Management of Professionals, Educational Administration, Performance Measurement Industry: Educational Services Setting: India, Large organization, 2008 Difficulty: 4 - Undergraduate/MBA Length: 7 pages 9B08E011
Polaris 2008
Rua-Huan Tsaih, Darren Meister Teaching Note: 8B08E11 Publication Date: 3/16/2009 The Polaris 2008 case describes how the chairman of Polaris Securities Co. Ltd. (Polaris Securities) launched an information technology strategy and related complementary assets while exploring the conglomerate overseas market. As the chairman and key decisionmaker and promoter of Polaris, he had experienced the process of establishing the information technology strategy and its complementary assets for online stock trading and online transactions. With a prominent performance, the chairman had made Polaris Securities stand out conspicuously in Taiwan's securities market. He also copied Polaris Securities experiences, such as computational finance, trading platform and customer service, to Polaris Securities (Hong Kong) Ltd. (Polaris Securities HK) to expand his business scope. The chairman, who had abundant experience, contemplated whether Polaris Securities and Polaris Securities HK experiences could be duplicated in Singapore, Vietnam and Abu Dhabi. Disciplines: Management Science and Information Systems, International Issue(s): Internationalization, Leveraging Information Technology, Information Technology Strategy, Computational Finance Industry: Security and Commodity Brokers, Dealers Setting: Taiwan, Medium organization, 2008 Difficulty: 5 - MBA/Postgraduate Length: 12 pages 9B09M029
Performance Management at the National Institute of Management (Central India Campus) (B)
Ranjeet Nambudiri, K.R. Jayasimha Teaching Note: 8B08C20 Publication Date: 5/22/2009 The case describes existing performance management systems at a leading business school in India, the National Institute of Management (Central India campus) (NIM (CI campus)). The institution, which ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of NIM (CI campus) has implemented a unit based performance measurement and incentive system that has worked favourably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from perspectives of different stakeholders and develop a framework that
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
Ontario's (UWO's) Industry Liaison Office had signed a conditional agreement with a major pharmaceutical company operating throughout the People's Republic of China (PRC). The agreement permitted the company to utilize specific technology developed at UWO in health products to be marketed throughout the PRC. The agreement was conditional upon ratification being signed not later than October 31, 2001 - but, within that period, terrorists attacked the World Trade Center and the Pentagon. In the months immediately following September 11, 2001, the appetite of the PRC for buying Western technology had greatly diminished, and the PRC Ministry of Foreign Trade and Economic Development continued to delay ratification of the agreement. UWO's legal counsel, Peter Ross, was asked by his university to lay out the framework and possible alternative courses of action within which a decision could be made as to what the university could do in this situation. The learning objectives of the case are: 1) to become aware of the forms of intellectual property (IP) that can be involved in international cooperation, the potential difficulties and risks involved in sharing IP, the types of agreements that can be drawn up to minimize the risks, and the legal frameworks within which disagreements can be resolved 2) to become aware of how different partner countries respect or allegedly disregard rights to IP and commercial transactions generally 3) to develop strategies for coping in this environment. Disciplines: General Management, Entrepreneurship, International Issue(s): Research and Development, Licensing, Intellectual Properties, International Joint Venture Industry: Health Services Setting: People's Republic of China, Medium organization, 2001 Difficulty: 4 - Undergraduate/MBA Length: 5 pages 9B09C002 Disciplines: Human Resource Management, International Issue(s): Career Development, Employee Selection, Manpower Planning, Intercultural Relations Industry: Health Services Setting: China, Medium organization, 2007 Difficulty: 4 - Undergraduate/MBA Length: 17 pages 9B09A011
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
established an excellent corporate image and was regarded by many as the role model of responsible business. Sinyi service was regarded as premier in Taiwan. Its customer satisfaction rating was also far above the industry average. Trustworthiness and fair dealing were the company's guiding principles. This was in contrast to the-then chaotic environment of the real estate industry in Taiwan, where basic trust between buyers and sellers was rare and deceit existed everywhere. Focusing on using business ethics as a central differentiating strategy, Sinyi had grown into Sinyi Group, which successfully integrated upstream, midstream and downstream industries and established a highly-acclaimed business model. Over the past two decades, Sinyi Group had expanded its operations to mainland China and forged an alliance with global real estate brokerage Coldwell Banker. The case can be used for MBA and EMBA courses in business ethics (in a module on culture and business ethics) and strategic management (in a module on strategic business ethics). This case should provoke holistic thinking and discussion on sustainable business, Confucian entrepreneurship and the relationship between business ethics and competitive advantages. Disciplines: General Management, Entrepreneurship, International Issue(s): Ethical Issues, Human Resources Management, Management Science and Info. Systems, Strategy, Sustainability, Corporate Social Responsibility, Differentiation Industry: Real Estate Industry Setting: Taiwan, Large organization, 2008 Difficulty: 5 - MBA/Postgraduate Length: 20 pages 9B08E012 9B08E013
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
9B08M095 9B08M033
Richard Ivey School of Business Newly Registered Asian Case Abstracts June 2009
This is a supplement to Victory Bank Limited (A), product 9B08M096. The vice-president of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. The vice-president needs to decide his next steps. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization. Disciplines: General Management, International Issue(s): Career Management, Managing Upward, Managing Politics in a Large Organization Industry: Banking Setting: India, Large organization, 2008 Difficulty: 3 - Undergraduate Length: 3 pages 9B08D009
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