• A 60 second clip to create change: palm oil role play (round 1)

      Roome (+), Nigel; Louche, Céline (2014)
      On March 17, 2010, Greenpeace launched a new campaign against the conversion of tropical rainforest to industrial palm oil plantations. The campaign directly attacked Nestle because its supply-chain included palm oil from alleged unsustainable sources. The campaign began with a 60 second video clip. Although Nestle was directly targeted by the campaign, other actors such as companies in the same sector, the suppliers and marketers of palm oil, and NGOs protecting the rainforest were also affected. The video went viral within a few days and Greenpeace followed up with other actions. The case is set up as a role play in two rounds. In round 1, students are invited to consider how the Greenpeace campaign might affect each of a set of five actors (but not Nestle). The five actors present their responses to the campaign and this provides a context to round 2. In round 2, students take on the role of managers at Nestle who have to decide what the company should do next. This role play is about better understanding the impact of organisations on society in a dynamic context shaped by the unfolding positions and actions of a number of organisations. It involves comprehending organisations and their actions in a more systemic perspective than usual; seizing on the complexity and context dependent nature of sustainability. At the same time the case introduces the phenomenon of targeted social activism; and the question of change not only by an organisation but also at the field level. The case study can also be used to critically assess the value of a range of management concepts such as stakeholder theory and creating shared value as well as exploring the business contribution to sustainable development in developed and developing countries.
    • A 60 second clip to create change: palm oil role play (round 2)

      Roome (+), Nigel; Louche, Céline (2014)
      On March 17, 2010, Greenpeace launched a new campaign against the conversion of tropical rainforest to industrial palm oil plantations. The campaign directly attacked Nestle because its supply-chain included palm oil from alleged unsustainable sources. The campaign began with a 60 second video clip. Although Nestle was directly targeted by the campaign, other actors such as companies in the same sector, the suppliers and marketers of palm oil, and NGOs protecting the rainforest were also affected. The video went viral within a few days and Greenpeace followed up with other actions. The case is set up as a role play in two rounds. In round 1, students are invited to consider how the Greenpeace campaign might affect each of a set of five actors (but not Nestle). The five actors present their responses to the campaign and this provides a context to round 2. In round 2, students take on the role of managers at Nestle who have to decide what the company should do next. This role play is about better understanding the impact of organisations on society in a dynamic context shaped by the unfolding positions and actions of a number of organisations. It involves comprehending organisations and their actions in a more systemic perspective than usual; seizing on the complexity and context dependent nature of sustainability. At the same time the case introduces the phenomenon of targeted social activism; and the question of change not only by an organisation but also at the field level. The case study can also be used to critically assess the value of a range of management concepts such as stakeholder theory and creating shared value as well as exploring the business contribution to sustainable development in developed and developing countries.
    • Deugdelijk Bestuur in autonome gemeentebedrijven

      Van den Berghe, Lutgart; Levrau, Abigail (2000)
    • Sustainability in the Supply Chain (A): Alpro - The Sustainable Supply Chain of Soya

      Louche, Céline; Samii, Behzad; Lepoutre, Jan; Boute, Robert (2012)
      This is part of a case series. This case is a series of two caselets: C&A and Alpro. It provides insights into the challenges companies face in integrating sustainability in their global supply chain. The caselets portray two very different companies but with many commonalties among which a global supply chains and active in the agricultural commodity supply chain (C&A in cotton, and Alpro in soybeans). Despite a high commitment to sustainability, they face numerous challenges and dilemmas in implementing sustainable supply chain. The caselets illustrate real-life implementation of sustainability in the supply chain and raise some of the implementation challenges. Used together, the caselets help to compare and contrast company practices. They also challenge students with the complexity and diversity of implementing sustainability in the supply chain. Although the general principles and goals may be quite similar, the companies' practices are very supply chain related. Nonetheless, general learning can be drawn from the two cases.
    • Sustainability in the Supply Chain (B): C&A - The Sustainable Supply Chain of Cotton

      Louche, Céline; Samii, Behzad; Lepoutre, Jan; Boute, Robert (2012)
      This is part of a case series. This case is a series of two caselets: C&A and Alpro. It provides insights into the challenges companies face in integrating sustainability in their global supply chain. The caselets portray two very different companies but with many commonalties among which a global supply chains and active in the agricultural commodity supply chain (C&A in cotton, and Alpro in soybeans). Despite a high commitment to sustainability, they face numerous challenges and dilemmas in implementing sustainable supply chain. The caselets illustrate real-life implementation of sustainability in the supply chain and raise some of the implementation challenges. Used together, the caselets help to compare and contrast company practices. They also challenge students with the complexity and diversity of implementing sustainability in the supply chain. Although the general principles and goals may be quite similar, the companies' practices are very supply chain related. Nonetheless, general learning can be drawn from the two cases.