The Vayugrid case study encourages students to develop their own understanding of the economic, political and social dimensions that define this entrepreneurial venture in rural India. It clarifies the importance of embedded innovation in developing a suitable business model to leverage a fragmented supply chain.

Agility has deployed its logistics expertise and capacities in over 20 disaster relief operations. During the last four years, the corporate CSR team has set up and constantly adapted Agility’s disaster relief programme.

Managing projects in decentralised organisations is challenging. IHO is a medium-sized international humanitarian organisation. To improve fleet management in IHO, the goal is to implement vehicle tracking technology. A successful pilot project is followed by a failed rollout. The case examines the managerial and organisational issues affecting the project’s performance.

The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

Case A describes how a couple who lost a child create a social venture - the Max Foundation - by applying sound business principles to maximize the impact per-euro-spent. Case B discusses the growth challenges facing the organisation today.

Case A describes how a couple who lost a child create a social venture - the Max Foundation - by applying sound business principles to maximize the impact per-euro-spent. Case B discusses the growth challenges facing the organisation today.

In response to the Gaza crisis in 2008/9, the global logistics company Aramex decided to use its core competencies for a humanitarian relief campaign and deliver donated items to people in need.

This case examines how the European pharmaceutical company Tibotec, part of J&J, engaged in a partnership with the International HIV/AIDS Alliance, an established NGO in Uganda. The case presents the learning that arises from this partnership, both for the private company and for the NGO.

On May 27th, 2006, a devastating earthquake hit the Indonesian island of Java. The Indonesian Red Cross, Palang Merah Indonesia (PMI), set up a relief operation in the province of Yogyakarta. The NGO already had extensive experience in disaster relief, having battled a volcanic eruption two months earlier as well as two tsunamis during the preceding year.