In 2013, Immigration and Customs Enforcement raided 14 7-Eleven stores that subjected about 50 undocumented immigrants to negligent human rights violations. In 2018, ICE conducted a raid of separately owned franchises that resulted in 21 additional arrests. The franchises were held liable. How can tension be resolved between franchises and the parent company? 9 pp. Case #19-01 (2019)

On August 15, 2015, The New York Times published the results of an investigation, entitled “Inside Amazon: Wrestling Big Ideas in a Bruising Workplace.” The article denounced a brutal working culture at Amazon.com. Having consistently outperformed its competitors, Amazon is now recognized as the most valuable retailer in the United States, enjoying the biggest market capitalization in its industry. Against the backgrounds of Amazon’s impressive business expansion, this case examines the relationship between a growing social discontent toward Amazon and an aggressive corporate culture long favored by the company. 20 pp. (2015)

Tony Hsieh, CEO of Zappos sent his employees an ultimatum in early 2015 – embrace the self-management philosophy Holacracy or leave the company. Eighteen percent of the staff chose to leave rather than remain under the new system characterized by no job title, no managers, and complex rules governing employee interactions. Is this an experiment in organizational design worth sustaining? 12 pp. Case #17-13. (2017).

A mid-size manufacturer of electrical equipment buys out a competitor and discovers improperly
disposed polychlorinated biphenyls on the property. Though he is guilty of no wrongdoing, the
CEO must move quickly to deal with the concerns of employees, shareholders, customers,
suppliers, and the neighboring community, which suspects the company of complicity in
contamination of the local water supply. 9 pp. Case #97-01. (1997)

On January 14, 2009, Steve Jobs, CEO of Apple Inc., announced he was taking a six-month medical leave of absence just nine days after he reassured the public that he would be continuing as CEO. The media and public feel misled and investors are wary of Apple’s post-Jobs future. The issue for Apple is whether investors and the public are entitled to more information and, if so, how much? 8 pp. Case #09-04. (2009)

On July 3, 2018, bookseller Barnes & Noble released a statement saying that their CEO, Demos Parneros, was terminated, effective immediately, for “violating the company’s policies.” In this abrupt firing, Barnes & Noble did not specify the policies that were violated, but did mention that it was not related to any disagreement with the company regarding its financial performance. Suspicion quickly grew that Parneros was just the latest executive caught up in a #MeToo moment. 15 pp. Case #19-02 (2019)

An April 20, 2010 explosion on board the Deepwater Horizon offshore oil-drilling platform killed 11 workers, injured 17 and triggered a leak that spilled more than 206 million gallons of oil over 665 miles of coastline and 4,000 square miles of fishing waters. This case discusses the events that led to the disaster and oil spill in the Gulf of Mexico. It also outlines key figures within BP’s organization and how they factored into the long and difficult corporate communications process. (A) case, 13 pp. (B) case, 2 pp. Case # 11-04 (2011)

As Carat USA was in the process of implementing a restructuring plan, a top HR executive accidentally forwarded the communication plan to the entire company via e-mail. The confidential document included the firm’s messages to employees, clients, vendors and other stakeholders. How can Carat USA recover from the mistake and restore its reputation? (A) Case, 7 pp. (B) Case, 2 pp. Case #09-07. (2009)

In the early morning hours of November 8, 2010, fire broke out in the aft engine room of Carnival Splendor, a 113,300 ton passenger cruise ship carrying over 3,000 guests. Although the fire was quickly suppressed, Cruise Director John Heald and the ship’s crew found themselves stranded in the Pacific Ocean, 200 miles south of San Diego. With no electricity, poor sanitation, and spoiling food supplies, Carnival Cruise Lines must determine how best to manage this unforeseen event and ensure the safety of those onboard. This crisis management case exposes the reader to the decision-making and communication challenges faced by senior leaders in the tumultuous environment following such a crisis. Case, 8 pp. (2011)

While conducting an internal audit, David Cruickshank, the newly-hired publisher of the Chicago Sun-Times, was faced with a chilling reality about how his newspaper was operating. Cruickshank uncovered data proving that the Sun-Times circulation figures – the lifeline of the paper’s advertising revenues – had been inflated for nine years. The credibility of one of the nation’s top publications was on the line, and Cruickshank needed to decide how to communicate this to his staff and, more importantly, to the world.

The new CEO of Citigroup, Charles Prince, proposes a Five Point Ethics Plan in an attempt to change the
ethics, culture and operations of the company. The plan is a response to significant regulatory scrutiny,
paying out massive legal settlements and a Federal Reserve announcement requiring the company to
refrain from mergers and acquisitions until it has cleaned up internal controls. His plan includes
expanded training, enhanced focus on talent, balanced performance appraisals, improved
communications and strengthened compliance controls. As current key executives leave the company
and experts in ethics are skeptical, many wonder if Citigroup will be able to successfully communicate
this program while it holds back on growth to implement this new culture. 11 pp. Case #06-04. (2006)

A rapidly-expanding retail grocery chain in North Carolina is the subject of an undercover
investigation by ABC Television’s PrimeTime Live. While company executives are shocked at
what they see on videotape, they are outraged by the deceptive tactics used to gain access to their
stores, and the selective, misleading way in which the tape is edited. Corporate reputation, share
price, and the company’s expansion strategy are all at stake as CEO Tom Smith and his corporate
communication team decide how to respond. (A) Case, 3 pp. (B) Case, 2 pp. Case #99-05. (1999)

In 2018, Harley-Davidson found itself in controversy as the company began expanding its business overseas. At the same time, the company became a victim of pointed criticism by the President of the United States. This case describes the circumstances that led to Harley-Davidson creating a new global strategy, and the complications that ensued from a public spat with President Trump. Case #19-12 (11 pp.)

For five years Mark Hurd has enjoyed dramatic success as the CEO of Hewlett Packard, turning the company’s PC division around and getting the company back in the black through aggressive cost-cutting, including the elimination of 14,500 jobs. However, employee morale is through the floor and there may be high turnover costs down the road. When Hurd is accused of sexual harassment by a female contractor, and her attorney is the high-profile feminist Gloria Allred, H-P’s Board of Directors has a very difficult decision to make. Should the board use the sexual harassment accusation as an excuse to oust the wildly successful – but unpopular – CEO? (A) Case: 9 pp.; (B) Case: 4 pp. Case #10-13
 

In September of 2006, Hewlett-Packard Company submitted a filing to the Securities and Exchange
Commission revealing boardroom intrigue and a corporate spy scandal. Responding to information leaks
from within the board of directors, board chairwoman Patricia Dunn had authorized an internal
investigation using illegal investigation techniques to gain access to the confidential phone records of
board members and several news media reporters. Hewlett-Packard, once a well-respected technology
corporation, now faces chaos in its boardroom, challenges to its ethical values, and various government
investigations. As the company picks up the pieces, it must find a way to restore customer and employee
confidence in its commitment to security and the right to privacy. 12 pp. Case #06-19. (2006)

For over 100 years, J&J and the ARC had had a working agreement that gave J&J the right to use
the Red Cross symbol for commercial and for-profit products, while the ARC was allowed to use
the symbol in any way it wanted so long as it promoted its humanitarian and non-profit mission
given to the ARC by Congress. This all changed in 2004 when the ARC began licensing the
symbol out to manufactures to produce for-profit goods to be sold in big box retailers and other
stores. After attempts at mediation failed, J&J was left with no choice but to sue. The case will
promote discussion of how companies and organizations should react to lawsuits and what
communication channels need to be addressed by these groups under such circumstances. 7 pp.
Case #08-04. (2008)

During a tumultuous time that began at the end of 2009, Perry Yeatman of Kraft Foods led her corporate communication team through two multi-billion dollar deals, including the hostile takeover attempt of the iconic British confectioner, Cadbury. The complexities of managing two cross-cultural deals, while television commentator Jim Cramer places your CEO on his “Wall of Shame” and the world’s best-known investor, Warren Buffett, releases personal statements against a possible merger, could water down your message and take focus away from the main audience, the shareholders. 12 pp. Case #10-04. (2010)

Lucent Technologies, introduced to the market in 1996 as a spinoff of AT&T, was faced with
restructuring problems of its own by the autumn of 2000. As a major player in optical, data, and
wireless networking, along with operations in web-based enterprise solutions, communications
software, and network design and consulting services, Lucent Technologies executives viewed
their Enterprise Network Group as a candidate for divestiture. How could they spin off the
business and sustain the brand identity already established for the unit? What communication
alliances would they need? Would Wall Street punish or praise such a move? How would their
primary business partners react? How could they prepare for such a move and still retain
confidentiality? 5 pp. Case # 01-01. (2001)

Major League Soccer faces an evolving financial, branding, and safety crisis concerning the limited use of artificial turf surfaces, sparking player complaints and protest. Commissioner Don Garber must respond to the league’s most influential star refusing to play in games on artificial turf, citing increased health and safety risks. 17 pp. Case #19-07 (2019)

On September 14, 2005, Northwest Airlines filed for Chapter 11 bankruptcy. During the weeks leadingup to the decision, Northwest was burning through $4 million in cash a day, carried $8.1 billion in long-term debt, and had pension plans underfunded by $3.8 billion. With fuel prices increasing at recordrates, a shortage for demand in the airline industry, and a mechanics strike leaving unfruitfulnegotiations, something had to be done. Under the protection of bankruptcy, CEO Douglas Steenland,believes that Northwest can settle labor issues and reorganize the firm’s cost structure to compete withdiscount airlines. Steenland hopes Northwest can emerge from the bankruptcy stronger than ever. Criticswonder what tactics Northwest might employ to survive this turbulent industry. 8 pp. Case #06-02.(2006)

A successful west coast producer of all-natural juice drinks confronts disaster when customers
are poisoned by E. coli bacteria in its unpasteurized products. CEO Greg Steltenpohl must decide
not only what to say to customers, shareholders, suppliers, and business partners, but whether to
change his company’s fundamental business practices. (A) Case, 11 pp. (B) Case, 2 pp. Case
#99-01. (1999)

In 2012, a former employee filed a lawsuit against Deen and her brother for racial discrimination. Deen later confessed to using racial slurs in a deposition transcript that was leaked in 2013. Deen issued a public apology, but several companies, including the Food Network, elected to end their partnership with her. Can Paula Deen recover? (A) 15 pp. (B) 2 pp. Case #15-04

Following a period of instability in the executive leadership of RadioShack Corporation, Julian
Day was brought on board as chief executive in July of 2006 to turn the electronics retailing giant
around and restore profitability. Day quickly announced a turnaround plan designed to increase
average unit volume, lower overhead costs and grow profitable square footage. As a part of that
plan, RadioShack reduced its support staff in the headquarters by 450 positions. What bothered
employees and critics alike was not the force reduction, but the fact that those who lost their jobs
were notified by e-mail. 5 pp. Case #07-02. (2007)

Executives at Scotts Miracle-Gro, a Massachusetts lawn and garden products manufacturer, had a
passion for employee wellness, and all employees, from the CEO to front-line workers were
required to participate. In September of 2006, one month ahead of a transition to a smoke-free
environment in all Scotts’ facilities, employee Scott Rodrigues was fired. His offense? Smoking
on his own time, at home. Even though the company violated no labor laws, the move
jeopardized both employee morale and the company’s hard-earned reputation as a great place to
work. Communication officials must determine how to deal with the resulting damage. 7 pp.
Case #07-03. (2007)

The leading U.S. retailer, Sears, partnered with the Italian fashion house of Benetton to bring the
edgy, casual label into the Sears stores. In February of 2000, the strategic alliance became
strained when Benetton put out a controversial ad campaign which featured inmates on death
row. The “We on Death Row” campaign was met with protest by Sears’ employees and the
public alike. (A) Case, 7 pp. (B) Case, 4 pp. Case #00-17. (2000)

A Midwest manufacturer of specialty metal products for the automotive industry is faced with
decisions about how to communicate employee promotions. Issues include notification of
employees selected for promotion, as well as those who are not, along with timing, publicity, and
confidentiality. 4 pp. Case #94-06. (1994)

In September 2005, Rachel Pourchot entered a Target store in Fenton, Missouri, intending to fill
prescriptions for Ortho TriCyclen, a common hormonal contraceptive, and for Levonorgestrel, an
emergency contraceptive known as the “Plan B” pill. Target’s pharmacist, however, told her that
he would not fill the prescription for Levonorgestrel on moral and religious grounds. As
competitors Walgreen’s and Wal-Mart made their positions clear on the issue of pharmacists’
acts of conscience, Target Corporation struggled with an appropriate response that would satisfy
the needs of its customers and its employees, while protecting the reputation of the firm at the
same time. 6 pp. Case #06-11. (2006)

A father complains about pregnancy related coupons addressed to his teenage daughter. Target’s predictive analytics had determined his daughter was pregnant and targeted her as a customer before she broke the news to her father. Target must react in the face of a largely publicized article about the incident. 12 pp. (Case # 13-02)

The New York Stock Exchange investigates and fines financial services firm TD Waterhouse for
the inappropriate operation of its online trading system. Waterhouse’s WebBroker system
experienced a number of outages that prevented clients from having trades executed. Since
online trading has grown dramatically in recent years and is expected to continue growing, this
could be a critical juncture for TD Waterhouse if it wants to continue to compete in this market
segment. The company must develop a well-crafted communication strategy to address this
setback with its customers, the public, and other constituencies. 5 pp. Case #01-08. (2001)

A promising young reporter is given an unprecedented opportunity to move up quickly through
the ranks of The New York Times. Questions about the accuracy of his reporting and the source of
his material, however, soon turn his case into a referendum on the leadership of Executive Editor
Howell Raines and Managing Editor Gerald Boyd. Reporters soon begin taking sides as a
credibility crisis and loyalty rift develop among the Times staff. (A) Case, 9 pp. (B) Case, 2 pp.
Case #04-05. (2004)

Few companies have come to dominate a market segment the way Dell Computer Corporation
has made its imprint on desktop and notebook computers. While growing revenues from $6 in
1985 to $33.7 billion in 2002, Michael Dell could never completely shake the sensation that he
and his business partners had yet to “define their soul.” What he wanted, more than growth or
innovation, was a statement of corporate philosophy that would define for the world who Dell
Computers was and would hope to become. This case explores the process by which Michael
Dell and Kevin Rollins, his president and COO, would draft and communicate their values. 7 pp.
Case #03-04. (2003)

Perhaps no brand is more deeply embedded in American culture than that of The Walt Disney Company. So, it was especially shocking when the company decided to use the H-1B visa system to replace hundreds of American IT workers with less costly, foreign professionals. Adding to the insult, Disney conditioned the American workers’ severance pay on their willingness to train their foreign replacements. How would Disney navigate the backlash from government officials, media and the general public? 23 pp. Case #16-07 (2016)

Federal immigration agents’ raids on Wal-Mart stores, referred to simply as “Operation
Rollback,” raises some concerns for the world’s largest retailer, especially in light of the negative
media exposure the company receives largely due to its massive size and expansionist efforts
throughout the globe. Criticisms of Wal-Mart’s non-union stance and its controlling relationship
with suppliers continue to surround the publicity of “Operation Rollback,” transforming the raids
into a symbol of the effects of the company’s low cost business model and unbeatable low prices.
12 pp. Case #04-08. (2004)

Fraudulent customer account management at Wells Fargo has left the company with $185 million in fees and numerous stakeholders demanding answers from top executives. Newly promoted CEO Timothy Sloan is tasked with transforming a poisonous company culture, rebuilding a tarnished brand, and assuring investors of the financial security moving forward. (A) Case, 15 pp. (B) Case, 3 pp. Case #17-12 (2017)

Marissa Mayer’s decision to end Yahoo’s work from home program sparks a firestorm of media scrutiny. Yahoo, whose business it is to connect people over the Internet, finds itself at the center of a nationwide debate on workplace flexibility – even though Mayer never intended to make a broad industry statement about working from home. This case examines communication efforts to contain the conflict, and it may spark lively debate over where and when worker productivity and creativity are most likely to occur. (12 pp.) Case #13-07.

The Coronavirus / COVID-19 crisis of 2020 resulted government restrictions on travel, accompanied by a public loss of confidence in the safety of air transport, all of which led quickly to a decline in revenue for airline companies. American Airlines has implemented a number of important changes, but their survival in an unstable environment and unpredictable consumer market depends on whether these changes are sufficient to ensure safe travel and encourage the flying public to take to the air again. Case #20-02

Starbucks Corporation is facing a dilemma with a group of employees in Buffalo, New York attempting to form a union in response to compensation and working conditions. Starbucks faces this labor organization effort in the context of a global pandemic and distinctive challenges facing the entire service industry. 10 pp. Case #21-09

For $500 million annually, Facebook contracts Accenture PLC to moderate content that violates its Terms of Service and is not caught by artificial intelligence. The graphic nature of the content has led to mental health issues for content moderators, as well as multi-million-dollar lawsuits, leading Accenture managers to reconsider the value of the Facebook contract. 11 pp. Case #21- 06 (2021)

Robinhood, an online trading platform, has revolutionized the trading industry by the incorporation of payment for order flow (PFOF). The platform has drawn many amateur investors to start investing, especially in cryptocurrencies. Controversies have arisen with the widespread use of the PFOF business model that have called for regulators to step in and possibly make changes. 12 pp. Case #21-08 (2021)

Dollar General Corporation: Brand Image, Food Deserts, and Growth Chan, R.; Ottolino, N.; and O’Rourke, J. S. (editor)

This case examines attempts to unionize Dollar General Corporation, an important and growing

U.S. retailer. Workers’ attempts to form a collective bargaining unit have encountered substantial opposition, stemming from the company’s antipathy to unions, offering low hourly wages, and engaging in what some see as unfair labor practices. Recent organizing initiatives, however, point to a potential change in the labor market. 20 pp. Case #23-01 (2023)

Keywords: Employee Relations, Conflict Management, Retail Sales, Employment Ethics, Investor Relations, Unionization