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This case study focuses on the Montreal Community Loan Fund (ACEM), which fights poverty and exclusion through the administration of community credit. More specifically, ACEM provides training and offers loans to marginalized and vulnerable people for pre-start-up, start-up, and consolidation of businesses. The case describes ACEM’s recent history and how the organization long chose to increase the scale of community credit services through collaborations and partnerships, avoiding for decades the need to grow its own organization. In 2012, ACEM broke with tradition and launched its own scaling process to double its size.

The case thus describes an organization trying to stay focused on its social mission and core values while ensuring its own financial stability and protecting the interests of the network of independent community credit organizations that it co-founded. It thus provides an opportunity to discuss the variants of scaling and the challenges faced by a growing not-for-profit organization.

The case ends by describing a dilemma regarding ACEM’s financial instability. Students will be asked to make a decision regarding the current scaling process and propose a sustainable model that will make ACEM less dependent on government grants while respecting its core values.

The collective waste production of small and medium sized enterprises (SMEs) provides an incredible contribution to the degradation of ecological systems. However, the investigation of environmental impact focuses predominantly on large firms, leaving a void in understanding how smaller firms manage this critical area. This paper uses a case study approach to investigate the creative and proactive steps taken by SMEs to improve environmental performance beyond compliance expectations. Strategic choice theory, key events and circumstances concerning automotive repair businesses operating in a Northwest Baltimore City region are analyzed. Specifically, this case concludes that the key strategic actions taken by the repair shops to address their environmental impact on the regional watershed, such as alliance formation, cooptation, environmental enactment, and sharing of organizational resources, have led to increased ecoliteracy, better environmental performance, and overall enhanced business practices.

Ce cas illustre l'importance d'une cohésion coopérative comme facteur central dans la gestion de ce type d'organisation. Cette cohésion est d'abord associative, ensuite «association-entreprise», et finalement stratégique. Le cas d'Agropur présente d'abord l'effritement de cette cohésion au sein de cette coopérative mondialement reconnue pour son équilibre coopératif. Le processus de consultation entrepris par le conseil d'administration pour recréer cette cohésion est ensuite présenté. Les étudiants sont finalement placés en situation de membres du conseil pour élaborer une proposition à être soumise à l'assemblée générale.

In October 2016, a merger between the Canadian Cancer Society (CCS) and the Canadian Breast Cancer Foundation (CBCF) was announced. CCS was the largest cancer charity in Canada (revenues of $184 million in 2016), offering support programs and information services to patients and their families throughout Canada. CBCF was a large site-specific cancer charity (revenues of $36 million in 2016) and Canada’s third-largest charity funder of cancer research. With declining donations and increasing administrative costs, both charities were facing financial challenges.

This merger between the two charities was the largest in Canadian history. The leadership of both organizations hoped it would solve their financial problems by helping them to gain operational efficiencies and increase market power. Students are asked to decide whether the merger made strategic sense for both organizations. The answer lies in how well it addressed the financial, leadership, and brand awareness challenges facing each organization, while enabling them to remain relevant and impactful in an increasingly competitive market.

MP Maintenance was a social enterprise composed of several micro-businesses (landscaping, window cleaning, pressure washing, graffiti removal, litter pick up, etc.) offering transitional employment to individuals previously living on the streets. Like many budding social enterprises, MP Maintenance needed to carefully balance the organization’s social mission and the financial competitiveness of the services that it offered.

In May 2016, Matt Smedley, executive director and chief executive officer, and David Greaves, general manager, sat together in the company board room awaiting the arrival of the four college students who had agreed to help them develop a marketing strategy. Their common goal was to enable the social enterprise to continue to deliver on its mission – supporting the employees of Mission Possible – while generating an unrestricted flow of revenue. After seven years spent establishing and growing the business, a fresh set of eyes was welcomed.

Ce cas relate un des rares cas de garderie coopérative. Le cas montre les quatre formes différents qu'a connues cette entreprise créée en 1982. Il s'agit d'un collectif formé de quatre personnes complémentaires et fortement engagées dans l'éducation des tout petits. Succès bien connu et reconnu à Sherbrooke, il s'agit d'un modèle qui pourrait faire école au Québec.

Ce cas raconte l'épopée de la création d'une entreprise qui vise la réinsertion de personnes handicapées sur le marché du travail. La création d'une entreprise, qu'elle soit individuelle ou collective, résulte souvent de le détermination d'une personne. Le cas montre l'engagement profond de la créatrice, Gaétane Lacroix, ainsi que la remise en question de la forme juridique de l'entreprise qui passera de coopérative à organisme sans but lucratif (OSBL). Un cas intéressant d'entreprise d'économie sociale.

Cette coopérative fut l'une des premières entreprises coopératives à être créée dans le secteur des services à domicile au Québec (1989). Il s'agit d'une entreprise pionnière qui a servi de modèle à des douzaines d'autres au Québec. Le cas relate les péripéties de la création et des dix premières années d'activité.