BA 317 UIU Chicago versus Shanghai & Ebola Challenge Discussion Hello! I need 2 case studies and 2 discussion board. I need all paragraphs to be 5 sentenc

BA 317 UIU Chicago versus Shanghai & Ebola Challenge Discussion Hello!

I need 2 case studies and 2 discussion board. I need all paragraphs to be 5 sentences and do not add question 1,2,3 or “casestudy question” in the body of the page. Just add a header and page numbers.

1. Case study x 2 -You will complete a chapter case study each week to apply the chapters readings. Each case study contains questions at the end of each case, respond to these questions in a 1 page paper. Be sure to use in-text citation references and apply the APA writing style to your paper. Your paper should include 1 FULL page of content NOT including the cover and reference pages. Your paper should include at least 2 references, 1 being your course text.

2. Db- Please complete a discussion thread with your opinion on both case studies. international experience is a prerequisite for reaching
the top at many firms, managers need to prepare by in-
vesting in their own technical expertise, cross-cultural
adaptability, and language training. Some of these in-
vestments (such as language) are long term in nature.
This point thus has strategic implications for students
who are studying this book now: Have you learned a
foreign language? Have you spent one semester or
year abroad? Have you made any friends from abroad,
perhaps fellow students who are taking this class with
you now? Have you put this course on your resume?
Arm yourself with the knowledge now, make proper in-
vestments, and advance your career. Remember: your
career is in your hands.
EMERGING MARKETS/ETHICAL DILEMMA
Closing Case: Chicago versus Shanghai
Richard Wang
Chicago, Illinois
In 2005,
in
(country manager) for
Dream Hotel China, whose
corporate headquarters is in
Chicago. Wang has an engineering
degree from Shanghai Jiao Tong University
and an MBA from the University of Texas at
Dallas. After obtaining his MBA i
in 1995, Wang
worked at Dream Hotel Chicago and picked up
a green card
card (US permanent
maintaining his Chinese residency) while
passport. In
when Dream Hotel opened its first
China—in Wang’s hometown Shanghai_he
feb
was tapped to be one of the first managers
sent from the United States China of the 21st
century was certainly different from China of
the 1990s that Wang had left behind Reforms
were in the air
, multinationals coming left and
right, and his two phones ringing off the hook
from headhunters shouting to him about career
opportunities.”
As a manager, Wang has shined in Shanghai
He has been promoted to replace an expat to
be the number one executive in charge of all
Dream Hotel locations in China. His wife and two
children (born in 2001 and 2003 in Chicago) are
also happy. After all, Chinese food in Shanghai
is a lot more authentic than that in Chicago,
Grandparents, relatives, and friends are all happy
to see the family back, In Chicago, Wang’s wife,
Lily, a Chinese language teacher by training,
taught on a part-time basis, but could not secure
a full-time teaching position because so few
schools offered Chinese. Now she is principal
of a great school in Shanghai. The two children
are enrolled in the elite Shanghai International
School, the cost of which is paid for by the
Shanghai, China
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Editial sexiew has doned that any suppressed des materially affect the wall learning experience. Canpage coming reserves the right to remode adical.co.il aty tane il subsequentis et quite il
company. Shanghai is not perfect, but the Wangs feel good
about coming back.
At the end of 2017president of Dream Hotel Asia Pacific,
an American expat who is co-located with Wang in the same
building in Shanghai, has a conversation with him:
Richard, I have great news for you! Headquarters wants you to move
back to Chicago. YouWbe in charge of strategy development for global
expansion, working directly under the group vice president Isn’t that
exciting!! They want someone with proven success. You are my best
candidate I don’t know what
t design they have for you after this
assignment, but I suspect it’ll be highly promising. Don’t quote me, but I’d
say you may have a shot to eventually replace me or the next Asia Pacific
president here. While I personally enjoy the work here, my family is really
fed up with the air pollution, especially on a winter day like this.
in Chicago may eventually want you to go somewhere else like Russia
or Brazil or Turkey or Cuba. As you know, some of our earlier experience
in sensitive countries tells us that a fantastic third-country national may
be an awesome Dream Hotel manager. And you can be that awesome
third-country national! Frankly, I don’t know but I’m just trying to help
you speculate. I know it’s a big decision. Talk to Lily and the kids. But they
lived in Chicago before, so they should be fine going back. Of course, 1W
put you in touch with the folks in Chicago directly so that you can ask
them all kinds of questions. let me know what you think in a week.
Instead of calling his wife immediately, Wang has decided
to wait till he gets home in the evening so that he can have a
few hours to think about this. Going from Chicago to Shanghai,
Wang, with his Chinese passport, is a host-country national
(HCN). However, with his green card, he is also considered a US
national and thus an expatriate. He wonders whether he should
accept the new assignment. He thinks this will be an exciting
career move for him, but he is not sure if his family will like it.
Case Discussion Questions
1. What questions should Wang ask the people at headquarters
in Chicago? Please help him prepare a list.
2. Will Lily and the children be happy about this move? Why?
3. Should Wang accept or decline this opportunity? Why?
Sources: Author’s interviews. All individual and corporate names are fictitious
STUDY
TOOLS
13
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218 PART III Managing around the World
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Editorial seviw has done any suppressed codes materially affect the overall learning experince Cage Leaming reserve the right to remove adiacudiental y tane il suo rights orire il
performance. Likewise, studies that over-sample firms
ready for CSR may find a positive relationship. Also,
studies with more balanced (more random) samples may
fail to find any statistically significant relationship. In
summary, since each firm is different (a basic assumption
of the resource-based view), not every firm’s economic
performance is likely to benefit from CSR.
EXHIBIT 15.4 IMPLICATIONS FOR ACTION
Understand the rules of the game, anticipate changes, and
seek to shape and influence changes.
Pick your CSR battles carefully. Don’t blindly imitate other
firms’ CSR activities
Integrate CSR as part of the core activities and processes of
firm. Faking it doesn’t last very long.
15-3 MANAGEMENT SAVVY
Concerning CSR, the institution-based and resource-
based views suggest three clear implications for action
(see Exhibit 15.4). First, savvy managers need to under-
stand the formal and informal rules of the game, anticipate
changes, and seek to shape such changes. The US govern-
ment refused to ratify the 1997 Kyoto Protocol and only
signed the nonbinding 2009 Copenhagen Accord. In 2015,
the US government signed the binding Paris Agreement
of the UN Framework Convention on Climate Change.
However, in 2017, President Trump withdrew from the
Paris Agreement. Despite such institutional uncertainties,
many US firms such as Chevron, Dow Chemical, DuPont,
ExxonMobil, Google, and Microsoft voluntarily participate
in CSR activities not (yet) mandated by law (such as be-
ing prepared to pay “green” taxes for carbon emissions-
known as carbon pricing), in anticipation of more stringent
environmental requirements down the road. 15
Second, savvy managers need to pick CSR battles
carefully. The resource-based view suggests an impor-
tant lesson, which is captured by Sun Tzu’s timeless
teaching: “Know yourself, know your opponents.” While
your opponents may engage in high-profile CSR activi-
ties that allow them to earn bragging rights and contri-
bute to their triple bottom line, blindly imitating these
practices without knowing enough about yourself as a
manager and the firm/unit you lead may result in some
disappointment. Instead of always chasing the newest
best practices, firms are advised to select CSR practices
that with their existing resources, capabilities, and es-
pecially complementary assets. 16
Third, given the increasingly inescapable responsi-
bility to be good corporate citizens, managers may want
to integrate CSR as part of the core activities of the firm
instead of faking it and making only cosmetic changes.
For example, instead of treating NGOs as threats, Home
Depot, Lowe’s, and Unilever have their sourcing policies
certified by NGOs. Dow Chemical has established com-
munity advisory panels in most of its locations world-
wide. Many managers traditionally treated CSR as a
nuisance, involving regulation, added costs, and liability.
Such an attitude may underestimate potential business
opportunities associated with CSR.
What determines the success and failure of firms
around the world? No doubt, CSR will increasingly
become an important part of the answer. The best-
performing firms are likely to be those that can inte-
grate CSR activities into their core economic functions
while addressing social and environmental concerns (see
Opening and Closing Cases). In the post-Great Reces-
sion and post-Occupy Wall Street world, managers, as a
unique group of stakeholders, have an important and chal-
lenging responsibility. From a CSR standpoint, this means
building more humane, more inclusive, and fairer firms
that not only generate wealth and develop economies, but
also respond to changing societal expectations concerning
firms’ social and environmental roles around the world.
EMERGING MARKETS/ETHICAL DILEMMA
Closing Case: The Ebola Challenge
F
irst reported in 1976 in Sudan Between 1976 and 2013, there were 24 outbreaks in Sub-Saharan
and Zaire (now called the Africa, with 1,716 cases. What really put Ebola on the center
Democratic Republic of the Congo (DRC)). stage of global media—and on the pages of this bookwas
Ebola has been a known virus for four decades. the 2014 outbreak, which was the most devastating outbreak,
Yet, there is still no effective vaccine or medicine. with 22,000 reported cases and 9,000 deaths. Starting in Guinea,
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Editorial review has decimed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it
**
Liberia, and Sierra
Leone, the disease
quickly diffused to
other West African
countries such as the
DRC, Nigeria, and
23
Senegal. By September
2014, a Liberian man
who traveled to Dallas,
Texas, was diagnosed
to have Ebola. He
died there in early
October. Two
American nurses who
treated the patient
became the first
confirmed cases to
be infected by Ebola
in the United States, triggering panic and chaos not only in
Texas, but also in other parts of the country, State governments
in Connecticut, Illinois, New Jersey, and New York demanded
that anyone who traveled from affected West African countries
be subject to 21 days of quarantine—the longest period
the Ebola virus was thought to need to incubate. In October
2014, President Obama appointed a national Ebola response
coordinator. All passengers arriving from affected African
countries now had to go through screening, and all patients
showing up at a US health care establishment had to answer
a questionnaire regarding whether they traveled from these
countries.
In the absence of effective vaccine or medicine, treatment
was indirect. It centered on early supportive care with
rehydration and symptomatic treatment. The measures would
include management of pain, nausea, fever, and anxiety, as
well as rehydration via the oral or intravenous (IV) route. Blood
products such as packed red blood cells or fresh frozen plasma
might also be used. Intensive care was often used in the
developed world. This might include maintaining blood volume
and electrolytes (salts) balance as well as treating any bacterial
infections. Thankfully, the two American nurses recovered after
several weeks of treatment. So did the other six American health
care workers who went to Africa and came home with Ebola. By
December 2014, there had been ten Ebola cases in the United
States, and only two resulted in death the second case of death
was an African doctor who was contaminated by his patients in
an Ebola-infested country.
Throughout the crisis, the initial silence of the
pharmaceutical industry was conspicuous. Dr. Margaret Chan,
Director-General of the World Health Organization (WHO),
criticized the industry for failing to develop a vaccine for Ebola
over the four decades during which the virus threatened
poor African countries. She complained that a profit-driven
industry does not invest in products for markets that cannot
pay.” Initially reluctant, some pharmaceutical firms jumped
in. In October 2014, British drugmaker GlaxoSmithKline (GSK)
announced that it expedited its R&D in search of a vaccine.
In 2010, the Canadian
government developed
an experimental vaccine
VSV-EBOV and licensed
it to a small, virtually
unknown biotech firm
NewLink Genetics in
Ames, lowa, for clinical
trials. However, progress
was slow and funding
tight. In November
2014, US giant Merck
paid NewLink $50
million to buy the
rights to the vaccine
and to expedite R&D.
Also in November
2014, a French Big
Pharma player Sanofi announced its intention to work with
industry partners to combat Ebola. Another experimental drug
ZMapp, developed by a small San Diego, California-based
biopharmaceutical firm Mapp, showed encouraging results
on primates and had been used on at least seven (human)
patients in Africa in 2014. But ZMapp had not received FDA
approval. In the absence of the financial, technological, and
production capabilities of Big Pharma, ZMapp’s stocks quickly
ran out. The US government had to provide it with $25 million
to scale up production.
The reason that until recently, pharmaceutical firms,
especially Big Pharma firms—had been reluctant to apply
their significant resources to find a cure for Ebola was simple.
Even if successful, these efforts, which would mostly benefit
African countries, would not be profitable. In other words,
there was “no compelling business case” Now that the disease
came to the United States (and a few Western European
countries), firms felt compelled to move. Debates continued
to rage. One side argued that pharmaceutical firms only
focused on markets and products from which they could
profit-with “Botox, baldness, and bonus” as their guiding
light. Tropical diseases such as malaria and Ebola naturally
would receive little or no) attention. Another side argued
that given limited resources, pharmaceutical firms rightly and
strategically ignored (relatively) smaller scale diseases such
as Ebola, because there were other diseases such as HIV/AIDS
that impact a lot more people than does Ebola. A number of
pharmaceutical firms jumped onto the “Ebola bandwagon”
simply to earn kudos for corporate social responsibility,
knowing that they would be unlikely to make any profits
for their efforts. Or they were simply driven to do so due to
public pressure-the series of eager announcements made
in October and November 2014 were defensive in nature.
Given the long lead time to develop any effective vaccine
and the urgency to have a vaccine at hand when confronting
an outbreak of Ebola (and other contagious diseases), how
pharmaceutical firms proceed remains one of the leading
strategic challenges they face.
Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
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3. ON ETHICS: As a US government official, what would be your
recommendations to incentivize pharmaceutical firms to
develop an Ebola vaccine?
Case Discussion Questions
1. ON ETHICS: Dr. Margaret Chan, Director-General of the WHO,
criticized the pharmaceutical industry for being profit driven”
and for failing to invest in the development of a vaccine or
cure for Ebola. As CEO of a leading pharmaceutical firm, how
do you respond to these criticisms?
2. ON ETHICS: You are a shareholder of a pharmaceutical
firm that announced its new investment to develop an
Ebola vaccine and that, as a result, your dividend would
be reduced. Would you support or not support the firm’s
decision to spend your money to combat Ebola?
Sources: C Campos, C. Cole, and I Steele, ‘Ebola and corporate social responsibility,
EMBA strategy class term project, Jindal School of Management, University of Texas at
Dallas, 2014;”Canada should cancel Newlink Ebola vaccine contract, CBC, 19 November
2014: www.cbc.ca; “Ebola: Predictions with a purpose Economist, 7 February 2015:58
“Ebola outbreak: Why has ‘Big Pharma’ failed deadly virus’victims?”Independent
7 September 2014: www.independent.co.uk: “Merck partners with NewLink to speed up
work on Ebola vaccine “National Public Radio, 24 November 2014: www.nprorg: WHO
pillories drug industry for failure to develop Ebola vaccine, “Time, 4 November 2014:
www.time.com:World Health Organization, “Ebola virus disease fact sheet”November
2014: www.who.int.
STUDY
TOOLS
15
LOCATED AT THE BACK OF YOUR BOOK:
Rip out and study the Chapter Review Card at the end of the
book
LOG IN TO WWW.CENGAGEBRAIN.COM TO:
Review key term flashcards
Complete a practice quiz to test your knowledge of key concepts
View animated PengAtlas Maps
Complete interactive content, watch chapter videos,
and take a graded quiz
Track your knowledge of key concepts in Global Business
Read and discuss additional case study content
CHAPTER 15 Managing Corporate Social Responsibility Globally 247
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Editorial review has deemed that any suppressed content does not materially affect the overall leaming experience Cengage Learning reserves the right to remove adical content at any time if subsequent rights restrictions require il

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