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The "Olivieri Case" was a high-profile series of ethical disputes concerning multiple institutions and individual researchers involved in the clinical research on a new drug. The drug was developed during the mid-1980s to mid-1990s to treat an inherited, potentially fatal blood disorder called thalassemia. The initial dispute arose from an attempt to advise patients of potential side effects of Deferiprone (L1). It was subsequently compounded by oversights, mistakes and misjudgements by individuals, public institutions, a private corporation and inquiry panels. This case focuses on issues of research ethics and academic freedom so important to the public interest that it attracted national and international attention.

This case addresses the dark side of contemporary capitalism on many fronts. The case focuses on two distinct areas: ethical issues related to the diamond industry and ethical issues related to De Beers. Both sides of civil wars in Africa use diamonds in order to finance military operations. These are called "blood" or conflict diamonds since they originate from an area in which there is internal military conflict between the government and at least one group that opposes the government. Rebels in various African countries have used murder, maiming, rape and slavery to ensure the continuous flow of diamonds from conflict areas. The case also focuses on the power of De Beers, which for many decades controlled 90% of the world's diamond transactions. De Beers has been accused of using its power to intimidate both buyers and sellers of diamonds globally for nearly a century.

De Northern Electric à Corporation Nortel Networks en passant par Northern Telecom, cette entreprise canadienne a navigué avec adresse à travers les eaux turbulentes d'une industrie des télécommunications en pleine dérèglementation. Entre les mains des PDG‐capitaines se succédant à ses commandes, Nortel dut se relever d'un sérieux retard technologique, pour ensuite entamer une fulgurante croissance dans l'ère du Webtone. Devenue maître des technologies de pointe, l'enfant prodige de Bell Canada acquiert son indépendance et s'établit rapidement comme l'insubmersible emblème de l'économie d'un pays. Au début des années 2000, comme bien d'autres, elle est durement frappée par l'éclatement de la bulle technologique. La coque du Titanic canadien, désormais en piètre état, Nortel ne résiste pas au sabotage de son équipage et son scandale financier fait sombrer l'entreprise dans les profondeurs de l'abîme. En 2009, après une douloureuse descente aux enfers, on vend maintenant son épave en pièces détachées.

On May 29, 2007, Folole Muliaga died following the disconnection of her home power supply for an overdue bill. Mrs. Muliaga had been receiving oxygen therapy at home for treatment of breathing difficulties associated with her obesity, and the cessation of oxygen caused by the disconnection led directly to her death. The power company, Mercury Energy, initially denied any wrongdoing, but in the days following Mrs. Muliaga's death it became apparent that Mercury Energy was not compliant with government guidelines on disconnections involving low-income consumers. The guidelines, created by the national regulator, the Electricity Commission, were voluntary rather than compulsory, in keeping with a government approach that preferred self-regulation by companies to "heavy-handed" regulation by government. The case focuses on the social responsibilities of both Mercury Energy and the government.

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).

Ludovic, qui travaille depuis 12 ans dans une grande usine du secteur de transformation des métaux de la région de Trois-Rivières, veut évaluer la faisabilité de reprendre à temps plein l'atelier de ferronnerie de son père.

Les « années Mortier » auront marqué profondément la vie opératique non seulement française et européenne, mais bien mondiale; car pendant son court mandat, le directeur de l'ONP n'aura de cesse de réinventer un genre qu'il adore afin, pour reprendre ses propres mots, de le sauver d'une mort annoncée. Pour le Belge Mortier, confiner l'opéra à son rôle de spectacle gentil sonnera sa mort à plus ou moins court terme. Il s'est fixé pour mission de redonner au théâtre chanté sa puissance dramatique, porteuse de catharsis, et son fort pouvoir de réflexion « dans la Cité ».

This case aims to address the issues of Sustainable Development (SD) and Corporate Social Responsibility (CSR) in emergent countries. More specifically, the case focuses on one of the major industries in the SD debate (the energy industry) in one of the so-called BRIC countries (Brazil). This case stimulates discussion on two topics: poverty (its consequences in terms of development in an emergent country) and strategic CSR (a specific kind of CSR in which companies integrate social and environmental causes in their strategic plans to create competitive advantages). We study the case of Coelce (energy company in Brazil), a subsidiary of the Spanish multinational corporation. The case starts in 2006, when Coelce faced the following dilemma: How can Coelce be socially and environmentally innovative to conquer new clients and guarantee profitability? We show the Ecoelce project and how it has allowed Ecoelce's managers to achieve this goal by adopting a strategic CSR approach.