Fermer
Loading
Fermer

Fermer
You consult a document to analyse its content and determine whether it is useful for your teaching purposes. You order a document to use it in class. Note that the use of certain cases is subject to charges. These cases are easily identified by our business partners’ logos. When you want to use one of these cases in an educational context, you are redirected to the trading partner with which you will carry out the transaction.

Social Economy and the Traditional Market: The Dilemma of Justa Trama (The)
Case 9 40 2013 009
Case published in the International Journal of Case Studies in Management, Vol. 11, No. 2
Languages : 
  • English
Keywords: 
  • Justa Trama,
  • Sustainability,
  • Hybrid logics,
  • Institutional theory,
  • Social economy
Year of production : 
2011
Registration date : 
2013-06-18
Teaching notes included : 
Yes
Abstract

This case is about Justa Trama, a network created in 2005 in Porto Alegre, Brazil, composed of six organizations working in different fields across Brazil. The network involves a complete production chain of clothing and accessories made from organic cotton, from planting to the consumer. This network employs more than 700 workers and its primary goal is the elimination of all intermediaries in the production and commercialization process. The main dilemma is how to reconcile the different members’ views on the commercialization process by creating alternative strategies to grow and increase profit without compromising the social economy principles.

Primary domain : 
Management
Secondary domain : 
Not available
Sectors : 
  • Other
Source : 
HEC Montréal
Type : 
Traditional case (Decision-making case)
Type of data used in the production of the case : 
Factual data that is not public wherein the identity of the company/person is disclosed
Event location : 
Brazil
Year of start of the event : 
2010
Year the event ended : 
2010
Business size : 
Medium
Teaching objectives

The dilemma presented in this case will guide students to come up with innovative solutions for an important challenge for the organization, i.e., how to address the different members’ views on the commercialization process by creating alternative strategies to grow and increase profit while maintaining social economy principles.

The first objective is related to understanding that the social economy is a viable alternative, even though organizations have to be proactive and create their own solutions. This phase outlines the consideration of all members’ demands.

The second objective is related to how to find a strategy that resolves the dilemma presented in the case.

The third objective is to present the advantages and disadvantages of each strategic response and its impact on pursuing the social economy logic. The ability to create prospective scenarios will be explored.