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    6 cases found.

    Tata Motors (A): A History of Service in a New Era of Corporate Social Responsibility

    By  N. Craig Smith,  Erin McCormick
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    In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.

      Published 25 Apr 2019

      Reference 6396

      Topic Responsibility

      Region Asia

      Industry Automotive

      View case

      Tata Motors (A): A History of Service in a New Era of Corporate Social Responsibility

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      • By  N. Craig Smith,  Erin McCormick
      • Reference 6396

      • Published 25 Apr 2019

      • Topic Responsibility

      • Region Asia

      • Industry Automotive

      In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
        View case

        Tata Motors (B): More from Less for More

        By  N. Craig Smith,  Erin McCormick
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        In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.

          Published 25 Apr 2019

          Reference 6396

          Topic Responsibility

          Region Asia

          Industry Automotive

          View case

          Tata Motors (B): More from Less for More

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          • By  N. Craig Smith,  Erin McCormick
          • Reference 6396

          • Published 25 Apr 2019

          • Topic Responsibility

          • Region Asia

          • Industry Automotive

          In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits.
            View case

            Credit Suisse: Building an Impact Investing Business in Asia

            By  Jasjit Singh,  Joost Bilkes
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            This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.

              Published 28 Aug 2017

              Reference 6320

              Topic Responsibility

              Region Asia

              Industry Venture Capital,  Private Equity,  Financial Services

              View case

              Credit Suisse: Building an Impact Investing Business in Asia

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              • By  Jasjit Singh,  Joost Bilkes
              • Reference 6320

              • Published 28 Aug 2017

              • Topic Responsibility

              • Region Asia

              • Industry Venture Capital,  Private Equity,  Financial Services

              This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
                View case

                Ziqitza Health Care Limited: Responding to Corruption

                By  N. Craig Smith,  Robert Crawford
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                Sweta Mangal, CEO of Ziqitza Health Care Limited, must decide how to respond to a government official who has demanded a bribe to release payment for the ambulance services ZHL provides. Bribery is commonplace in India, but there is also a growing anti-corruption movement.

                  Published 27 May 2013

                  Reference 5897

                  Topic Responsibility

                  Region Asia

                  Industry Hospital & Health Care

                  View case

                  Ziqitza Health Care Limited: Responding to Corruption

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                  • By  N. Craig Smith,  Robert Crawford
                  • Reference 5897

                  • Published 27 May 2013

                  • Topic Responsibility

                  • Region Asia

                  • Industry Hospital & Health Care

                  Sweta Mangal, CEO of Ziqitza Health Care Limited, must decide how to respond to a government official who has demanded a bribe to release payment for the ambulance services ZHL provides. Bribery is commonplace in India, but there is also a growing anti-corruption movement.
                    View case

                    Schneider Electric in Rural India: Integrating Social Responsibility with BOP Strategy

                    By  Jasjit Singh,  Christiane Bode
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                    Schneider Electric has focused primarily on urban customers in the energy management space. The question is the extent to which it should prioritise rural opportunities for meeting the energy needs of the bottom of the pyramid, and whether these initiatives can be transitioned from subsidised social responsibility projects to self-sustaining businesses.

                      Published 29 Oct 2012

                      Reference 5888

                      Topic Responsibility

                      Region Asia

                      View case

                      Schneider Electric in Rural India: Integrating Social Responsibility with BOP Strategy

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                      • By  Jasjit Singh,  Christiane Bode
                      • Reference 5888

                      • Published 29 Oct 2012

                      • Topic Responsibility

                      • Region Asia

                      Schneider Electric has focused primarily on urban customers in the energy management space. The question is the extent to which it should prioritise rural opportunities for meeting the energy needs of the bottom of the pyramid, and whether these initiatives can be transitioned from subsidised social responsibility projects to self-sustaining businesses.
                        View case

                        Hayleys PLC (A): Focusing on Corporate Responsibility

                        By  Mark Hunter,  Luk Van Wassenhove
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                        In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort. The programme build on strong corporate values and in certain sectors was immediately successful, enabling the firm to strengthen relationships with key stakeholders (unions and customers).

                          Published 30 Jun 2009

                          Reference 5601

                          Topic Responsibility

                          Region Asia

                          Industry International Trade and Development

                          View case

                          Hayleys PLC (A): Focusing on Corporate Responsibility

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                          • By  Mark Hunter,  Luk Van Wassenhove
                          • Reference 5601

                          • Published 30 Jun 2009

                          • Topic Responsibility

                          • Region Asia

                          • Industry International Trade and Development

                          In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort. The programme build on strong corporate values and in certain sectors was immediately successful, enabling the firm to strengthen relationships with key stakeholders (unions and customers).
                            View case

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