As of September 2005, the co-founders of Waste Concern, an organisation dedicated to improving waste recycling in Bangladesh, are considering making a change to their model in order to get approval from the municipal government for a large-scale composting site. Since its inception in 1995, Waste Concern has followed a decentralised composting model whereby each composting site is a small-scale operation processing 3 tons of organic waste per day. In this model, they have relied on land and waste supply from the Dhaka City Council (DCC) municipal government. Now, they are working with Dutch-based World Wide Recycling BV (WWR) to set up a 700-ton per day composting plant, which will enable them to earn tradable certificates for US$11 per ton of reduced methane gas, making it the first in the world to garner credits through composting waste under the United Nations Clean Development Mechanism (CDM). To launch the composting site, they face the hurdle of getting DCC’s approval. They have three alternatives: (1) follow through with the original plan whereby the municipality would supply both the land and waste, which entails waiting for DCC’s approval; (2) purchase the land for the composting site and rely on the municipality for a waste supply; or, (3) purchase the land and take on the responsibility of waste collection themselves. In their considerations, they need to weigh the financial and social aspects and determine an appropriate structure for their organisation.

innocent drinks was a three-man start-up in the UK in 1998. It now operates in a number of European countries and has become an iconic brand. From its early years, innocent has made sustainability and ethical business practices, an integral part of its identity, alongside its wholesome fruit smoothie products, viral marketing campaigns and humorous, self-deprecating advertising. It has built strong consumer loyalty and become a powerful role model for other young entrepreneurs. As it starts its second decade, with more competition from own labels and global drinks companies; and as it expands in to more continental European markets, it is challenged to maintain and develop further its ethical business practices and commitment to sustainability. Do the three founders who retain majority ownership of their company sell their stake—and if they stay, how do they keep innocent, innocent?

Corporate social responsibility (CSR) is gaining momentum in the business world, but several issues continue to challenge managers in charge of sustainability. Supply chain management is one area in which CSR-related activities could potentially drive the process of sustainability within firms. This case presents the way that illycaffè, an Italian coffee producer, has approached CSR. Since 1991, the company has focused on developing a new relationship with Brazilian coffee producers based on networking translated into knowledge transfer—Brazilian producers became responsible for their operations all along the supply line—and innovation translated into quality—one supplier talks about how illycaffè persuaded him he was capable of producing a Ferrari among coffees instead of a Fiat. These two factors not only drive the supplier relationship, but also serve as the drivers of illycaffè’s sustainability strategy. Lessons for managers relate to benefits for the business, for society and for stakeholders, and questions arise about how to replicate illycaffè’s success and create value through values.

“In an age where companies are scrutinised and transparency is the only way to gain trust,” says Novo Nordisk CEO Lars Rebien Sørensen, “social responsibility is vital to maintain a business advantage.” This case examines how transparency underlines the application of Novo Nordisk’s sustainability policy—how it is integrated, administered, monitored and measured throughout the organisation. It looks closely at one of Novo Nordisk’s business units, Diabetes Finished Products, to see the process in action. Novo Nordisk is a pharmaceutical company specialising in diabetes care and hormone therapy. Since 2003, commitment to sustainability has been a keynote of company policy, supported by the Novo Nordisk Way of Management, a tool developed to help managers provide the leadership in sustainability within the organisation. But how far is it really possible to influence sustainability at the operational level through management control systems? And how effective are systems like the Novo Nordisk Way of Management in supporting sustainability organisation-wide?

In 2003, Unilever and Oxfam embarked on a groundbreaking “learning project” designed to better understand the impacts of business on poverty. Developing countries were seen as an essential component of Unilever’s corporate strategy, with developing and emerging markets forecast to account for 90% of the world’s population by 2010. Unilever had long been present in many of these markets and increasingly had come to see that its future growth would depend upon its contribution to addressing issues of social and economic development in developing countries, including poverty. Oxfam, one of the world’s most prominent nongovernmental organizations (NGOs), was focused in its campaigning and other activities on the alleviation of poverty. Thus, despite the often adversarial relationship between corporations and NGOs, the two organizations shared a common interest and this formed the basis for their collaboration. The goal was to examine the role of business in poverty reduction and study, specifically, Unilever’s operations in Indonesia. The Unilever and Oxfam (A) case describes how this collaboration came about and provides background on Unilever, Unilever Indonesia (UI) and Oxfam, including its recent campaigns against the pharmaceutical and coffee industries. It also examines the role of NGOs and outlines the challenge of poverty in developing countries, the Millennium Development Goals, and the UN Global Compact. The case shows the difficulties inherent in better understanding the role of MNCs in poverty alleviation as well as in formulating an effective collaboration between corporations and NGOs.

Business ethics materials are, by and large, case studies based on corporate policy issues or corporate malfeasance. Yet, many ethical situations are of a very personal nature and require personal responsibility. For undergraduate students who have not had any real exposure to a corporate environment or who do not have enough business savvy to realize what is unethical, the present article explores the use of “constructed narrative cases” to provide students with coursematerials that may increase their understanding of the personal nature of ethical decision making. The discussion focuses on the use of the short story as a model for developing such cases for classroom use.

We content-analyzed sixteen business ethics textbooks to assess the extent to which small business and entrepreneurship concepts appear in these texts. We found that scenarios related to large corporations and executive level decision-making dominate discussions and applications. These texts have very little to no coverage of small business and entrepreneurship and relevant ethical issues. We discuss this missing link and implications for integrating small business,entrepreneurship, and ethics into business ethics education.