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.

San Rafael
Case 9 40 2011 038
Case published in the International Journal of Case Studies in Management, Vol. 9, No. 4
Languages : 
  • English
Keywords: 
  • Paternalism,
  • Mexico,
  • Local development,
  • Business and society
Year of production : 
2010
Registration date : 
2011-11-15
Teaching notes included : 
Yes
Abstract

This case documents the evolution of the relations between a Company, the San Rafael Company and a locale over one century. It particularly examines the processes of changing relations when a manufacturing firm – a prototype of modernity, with its sheer large size, rational production methods and organization of labour – meets a rural agricultural community that relies on subsistence agriculture and traditional social structures. The case traces the emergence and evolution of relations between the firm and the local community over three distinct eras: (1) the master-servant paternalistic configuration (1893-1936); (2) the corporatist paternalistic configuration (1936-1970); and (3) the brittle paternalistic configuration (1970-1991).

Primary domain : 
Management
Secondary domain : 
Not available
Sectors : 
  • Manufacturing
Source : 
HEC Montréal
Type : 
Traditional case 
Type of data used in the production of the case : 
Undefined
Event location : 
Mexico
Year of start of the event : 
1911
Year the event ended : 
1991
Business size : 
1,000
Teaching objectives

After using this case, students will have:

  • Understood from a theoretical standpoint the construction and evolution of power relations based on a well-documented case;
  • Applied and become more familiar with the definitions of power proposed by Clegg and Hardy and with their three dimensions;
  • Become acquainted with a theoretical perspective on the relations between firms and local communities that differ from the more classical corporate social responsibility or stakeholder approaches.