This third collection of outstanding contributions from the Critical Management Studies (CMS) Division of the Academy of Management (AOM) continues to challenge business practice in ways not tackled by other more typical business case studies.
There is a critical need for business educators to expose students and managers to the multifaceted phenomena of doing business in the twenty-first century; to support critical, reflective moral development; and to reflect and understand the complexities of organizational life. Is the system broken? Is there need for more systemic change? The cases explore a number of critical issues at some of the largest industries and companies in the world, including wealth creation and human rights in mining, the CSR approaches at Coca-Cola, the palm oil industry, and the supply chain at Apple Inc.
Online Teaching Notes to accompany each chapter are available on request with the purchase of the book.
'Have you ever wondered why Harvard Business Cases only offer Disneyesque accounts of successful companies? Where are the unhappy endings? Where are the stories of corporate corruption, union-busting and poor environmental practices that we see every day in the popular press? This brilliant book offers a fascinating and genre-breaking counterpoint to the traditional business school teaching case. Sauerbron, Fatien Diochon, Mills and Raufflet avoid the fairytale ending and offer the unvarnished insider view of modern business practices. The Dark Side 3 is a chilling but compelling read – a powerful pedagogical alternative for management education.'
Roy Suddaby, Winspear Chair and Professor of Management, University of Victoria, Canada, and Research Professor, Newcastle University Business School, UK
'The Dark Side Case Study Book Series continues to provide a valuable learning resource for critical management educators everywhere. This latest volume provides an excellent and timely addition. The diversity of the case studies and the voices and interests that they represent is really impressive, and the accompanying analytical notes enable insightful theorization.'
Emma Bell, Professor of Organisation Studies, Open University Business School, UK
Case 1: Compromised Livelihoods in VapiCase 2: Whose wealth is that? Discussing Human Rights and Mining in the Global SouthCase 3: A 101 Second Clip to Create Change: Palm Oil Role PlayCase 4: Coca-Cola and Strategic CSRCase 5: Apple and the True Costs of ProductionCase 6: Long Day's Journey into Flight: Trading Worker Loyalty in the Undoing of Norton CompanyCase 7: Defending Democracy at Ace Taxi Co-operative Case 8: Labor Unrest at Maruti Suzuki India LtdCase 9: Revealing the ‘real Julia’: Authenticity and gender in Australian political leadershipCase 10: What’s Good for the Goose is Good for the GanderCase 11: Canadian Broadcasting Corporation and the Ghomeshi Sex Scandal: Was it a Case of “Ignorance is Bliss”?Case 12: Blood on the Gatepost: Managerial Conflict down on the FarmCase 13: American Airlines Flight 587: The Paradox of Advanced Technology Case 14: To Become a Public Manager or a Medallion?
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