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The Center for Positive Organizations, based at the Ross School of Business, is a world-class research center that brings transformational research to students and leaders through articles, books, events, tools, teaching, and organizational partnerships.

Cases
by Jane Dutton, Lindsay Reed
Product Type: Case  Publication Date: 12/2014  Product ID#: 1-429-396  Length: 8pages
This case explores how a hiring manager at LinkedIn uses a selection interview to ensure a new employee fits the organization’s values and culture. This selection interview provides a glimpse into how this manager puts the organization’s values and culture into practice while recruiting a new employee. It also introduces Ryan Giles, a hiring manager at LinkedIn who poses an interview question to Lindsay Reed, a student pursuing an internship with LinkedIn.
by Jane Dutton
Product Type: Audio/Video  Publication Date: 11/2009  Product ID#: 1-428-887  Length: 18minutes
The video is of an interview with Anne Ladky to supplement the central learning objectives of the case "Ann Ladky". The video includes Anne’s responses to the following questions: - How did you come up with your energy approach to leadership? - Why is energy important to Women Employed? - How do you ensure that energy ...
by Jane Dutton
Product Type: Case  Publication Date: 08/2009  Product ID#: 1-428-851  Length: 14pages
Leaders of political advocacy organizations are faced with the challenge of motivating their employees past frequent obstacles, shortcomings, and failures. This case describes how, the Executive Director of a Women Employed, Anne Ladky’s leadership cultivated an opportunity-driven organizational culture that ultimately helped Women Employed overcome bureaucratic resistance against their initiatives to improve education and job training for low-income women.
by Kathleen M. Sutcliffe
Product Type: Case  Publication Date: 03/2009  Product ID#: 1-428-779  Length: 8pages
This case presents students with a crisis at the Baltimore and Ohio (B&O) Railroad Museum. A new director, Courtney Wilson, took over management of the museum in 2000, and planned to revive the museum through a prominent fair which he and his staff were planning for the summer of 2003. However, in February of 2003, a t...
by Kathleen M. Sutcliffe
Product Type: Mini-Case  Publication Date: 03/2009  Product ID#: 1-428-780  Length: 6pages
This case presents students with a crisis at the Baltimore and Ohio (B&O) Railroad Museum. A new director, Courtney Wilson, took over management of the museum and planned to revive the museum through a prominent fair. However, in February of 2003, a terrible snowstorm hit Baltimore, and the resulting snow destroyed the museum’s roof and most of its collection. In Case B the story of what Wilson and his staff did to remedy the situation is given to the students as an example of organizational resilience.
by Kathleen M. Sutcliffe
Product Type: Audio/Video  Publication Date: 04/2009  Product ID#: 1-428-819  Length: 7minutes
This two-part video shows Courtney Wilson, Executive Director of the B&O Railroad Museum, describing his immediate reaction to the museum’s 2003 roof collapse and his ongoing efforts to get the museum back on track. The first part of the video, Wilson’s Course of Action, runs 7:00 minutes, and the second part, Resilien...
by Jane Dutton
Product Type: Mini-Case  Publication Date: 08/2009  Product ID#: 1-428-852  Length: 4pages
This is the first of a three-part case that describes the reaction and attitudes demonstrated by B. Joseph White upon hearing that he was not chosen to be president of the University of Michigan in May of 2002. Joe White responded to this news resiliently by helping the University make a smooth transition to a new president. The case elaborates on Joe White’s beliefs about resilience and why he believes resilience is a desirable quality among individuals. Part A sets the stage with the case background.
by Jane Dutton
Product Type: Mini-Case  Publication Date: 08/2009  Product ID#: 1-428-858  Length: 4pages
This is the second of a three-part case that describes the reaction and attitudes demonstrated by B. Joseph White upon hearing that he was not chosen to be president of the University of Michigan in May of 2002. Joe White responded to this news resiliently by helping the University make a smooth transition to a new pre...
by Jane Dutton
Product Type: Mini-Case  Publication Date: 10/2009  Product ID#: 1-428-859  Length: 4pages
This is the final addition to a three-part case that describes the reaction and attitudes demonstrated by B. Joseph White upon hearing that he was not chosen to be president of the University of Michigan in May of 2002. Joe White responded to this news resiliently by helping the University make a smooth transition to a new president. Part 3 gives students an overview of White’s experience after the decision was made.
by Jane Dutton
Product Type: Audio/Video  Publication Date: 04/2010  Product ID#: 1-428-886  Length: 0minutes
The video contributes to a three-part case which describes the reaction and attitudes demonstrated by B. Joseph White upon hearing that he was not chosen to be president of the University of Michigan in May of 2002. Joe White responded to this news resiliently by helping the University make a smooth transition to a new...
by Lynn Wooten
Product Type: Mini-Case  Publication Date: 04/2009  Product ID#: 1-428-753  Length: 8pages
This short case is one of the eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. Bronson Healthcare, a community-owned, non-profit health care system located in Kalamazoo, Michigan, has a unique culture which recognizes and rewards its employees. Bronson champions diversity and continuous improvement...
by Lynn Wooten
Product Type: Mini-Case  Publication Date: 04/2009  Product ID#: 1-428-754  Length: 6pages
This short case is one of the eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. Cascade Engineering is a Michigan-based firm that develops and manufactures injection molded products for the automotive, solid waste and industrial markets...
by Jane Dutton
Product Type: Case  Publication Date: 08/2009  Product ID#: 1-428-853  Length: 8pages
Jobs are typically designed by managers for employees. The concept of “job crafting” captures the ways in which employees change these job designs to align with their motives, strengths, and passions. Many employees leave their passions at home. This case describes how four teachers, who all have a passion for an occupation besides teaching, crafted their jobs to incorporate their passions into their lives at work.
by Lynn Wooten
Product Type: Mini-Case  Publication Date: 03/2009  Product ID#: 1-428-755  Length: 7pages
This short case is one of the eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. Dow Corning emerged from nine years of Chapter 11 bankruptcy to become one of the strongest companies in Michigan. Recovering from the scandal with silicon ...
by Amy Wrzesniewski, Jane Dutton
Product Type: Audio/Video  Publication Date: 11/2009  Product ID#: 1-428-883  Length: 17minutes
The video case of Candice Billups, hospital custodian, is designed to enrich conversation and analysis of core topics in organizational behavior or management courses. The video is intended to be used in conjunction with the teaching note that accompanies it. Some possible uses of the video case include: 1. An analysis of job design and its link to employee motivation 2. An analysis of job crafting, focusing on how employees craft their work and what difference it makes for them and their organizations
by Jane Dutton
Product Type: Case  Publication Date: 03/2010  Product ID#: 1-428-855  Length: 14pages
The Heart of Reuters (Parts A and B) describes the responses of Reuters America to the incidents of 9/11/2001. The Heart of Reuters Part A describes the range of adaptive responses to the events of 9/11, and invites the question, "What is it about the culture, structure, and strategy of Reuters that explains the organi...
by Jane Dutton
Product Type: Mini-Case  Publication Date: 03/2010  Product ID#: 1-428-860  Length: 4pages
The Heart of Reuters (Parts A and B) describes the responses of Reuters America to the incidents of 9/11/2001. The Heart of Reuters-Part B describes the range of the impact of Reuters’ responses to 9/11 on employees. The Heart of Reuters is ideal for a discussion of leadership and change, crisis management, resilience, and compassion. The video, also available, adds to the discussi...
by Jane Dutton
Product Type: Audio/Video  Publication Date: 08/2010  Product ID#: 1-429-115  Length: 0minutes
This video set accompanies the The Heart of Reuters case studies (Parts A and B). The case studies explore the responses of Reuters America to the incidents of 9/11/2001. Part A describes the range of adaptive responses to 9/11, and invites the question, “What is it about the culture, structure, and strategy of Reute...
by Kim Cameron
Product Type: Case  Publication Date: 07/2009  Product ID#: 1-428-869  Length: 22pages
Positive environment in the workplace is usually assumed to be beneficial to employee morale, but not always a necessity for achieving the firm’s strategic goals. Positive Organizational Scholarship (POS) is a field of study that focuses on how leaders and organizations can achieve extraordinary results while focusing on positive deviance. In April 2004, Prudential Financial acquir...
by Jane Dutton
Product Type: Case  Publication Date: 11/2009  Product ID#: 1-428-854  Length: 6pages
Job designs are typically created by managers for employees. But employees are often motivated to make changes to their formal job designs to customize a more desirable experience for themselves at work. The concept of “job crafting” captures these changes. This case describes how four employees at Burt’s Bees Inc. cra...
by Wayne Baker, Sarah Kurtz McKinnon
Product Type: Case  Publication Date: 09/2016  Product ID#: 1-430-494  Length: 16pages
Moo Cluck Moo owners Harry Moorhouse and Brian Parker never really thought about a living wage when they opened their fast food restaurant. It was never a question — they just thought it was the right thing to do. Providing a living wage would mean happier employees, which would lead to better retention and better service. Now that they are considering franchising the business they are wondering if employee wages will be a contract provision. If so, all of their best intentions may be for naught.
by Lynn Wooten
Product Type: Case  Publication Date: 03/2009  Product ID#: 1-428-758  Length: 8pages
This short case is one of eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. The Michigan State University Credit Union has been a part of the community since 1937. It has provided vital services to students and citizens throughout Michi...
by Ryan Smerek, Wayne Baker
Product Type: Case  Publication Date: 07/2010  Product ID#: 1-429-091  Length: 22pages
This case outlines the origins of Open Book Finance, its core elements, and its implementation at Zingerman’s Community of Businesses in Ann Arbor, Michigan. Open Book Finance is a philosophy of management developed by Jack Stack, CEO of Springfield Remanufacturing Corporation in Springfield, Missouri. Open Book Finance is based on the premise that business is essentially a game—one that almost anyone can learn to play.
by Lynn Wooten
Product Type: Mini-Case  Publication Date: 04/2009  Product ID#: 1-428-759  Length: 8pages
This short case is one of eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. Plante & Moran, headquartered in Southfield, Michigan, is the nation’s eleventh largest certified public accounting and business advisory firm. The company has ...
by Kim Cameron, Jane Dutton, Robert E. Quinn, Gretchen M. Spreitzer, Jandi L. Kelly
Product Type: Case  Publication Date: 10/2016  Product ID#: 1-430-493  Length: 20pages
Many challenges were faced by the incoming dean of the Ross School of Business at the University of Michigan, Alison Davis-Blake. Of the four strategic pillars she adopted—analytical rigor, action learning, boundarylessness, and a focus on the positive—the positive pillar was the most controversial. After a successful five years, Davis-Blake stepped down and a new dean was appointed, Scott DeRue. He had to determine whether to keep the positive pillar or abandon it.
by Lynn Wooten
Product Type: Mini-Case  Publication Date: 04/2009  Product ID#: 1-428-760  Length: 6pages
This short case is one of eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. Rock Financial (now part of Quicken Loans) was founded by Dan Gilbert when he was only twenty-three years old. Although the firm has grown to over 4,000 employe...
by Adam Grant, Lauren Malcolm
Product Type: Case  Publication Date: 10/2009  Product ID#: 1-428-873  Length: 16pages
This case explores the benefits and challenges of creating and sustaining an organizational culture that emphasizes fun and playfulness by telling the story of an inspiring organization that has cultivated such a culture: the Michigan chapter of the Make-A-Wish Foundation (MAW). The case provides background information on the organization and describes the initiatives and activitie...
by Christopher White
Product Type: Case  Publication Date: 11/2016  Product ID#: 1-430-489  Length: 16pages
Fiat Chrysler Automobiles (FCA) Sustainability Director Bill Hall and his colleague Todd Yaney want to ensure sustainability, ethics, and human rights compliance throughout the company’s Tier 2 through 5 suppliers. They aim to achieve broader, sub-tier supplier alignment with FCA’s environmental, social, and governance...
by Lynn Wooten
Product Type: Mini-Case  Publication Date: 03/2009  Product ID#: 1-428-756  Length: 8pages
This short case is one of eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. The case profiles Google, in particular Google’s Ann Arbor, Michigan office, and its ability to attract and retain Generation Y workers. The Ann Arbor office was founded in 2006 to support Google’s revenue-generating AdWords...
by Lynn Wooten
Product Type: Mini-Case  Publication Date: 03/2009  Product ID#: 1-428-761  Length: 6pages
This short case is one of eight in a series of cases written for the Next Great Companies in Michigan project, which profiles great places to work in Michigan. Michigan-based Valassis has been in the promotions and marketing services industry for thirty-seven years. The company employs approximately seven thousand asso...
by Wayne Baker, CPOS, Ryan Smerek
Product Type: Audio/Video  Publication Date: 07/2010  Product ID#: 1-429-104  Length: 0minutes
The Zingerman’s Community of Businesses video is not to me missed. It complements the Zingerman’s Community of Businesses case and features Zingerman’s co-founder Ari Weinzweig discussing four key components of Zingerman’s success. Over the years, Zingerman’s Community of Businesses (ZCoB) has regularly won accolades and awards – including being named “the coolest small company in...
by Wayne Baker
Product Type: Case  Publication Date: 05/2013  Product ID#: 1-428-861  Length: 30pages
Over the years, Zingerman’s Community of Businesses (ZCoB) has regularly won accolades and awards – including being named “the coolest small company in America” by Inc. in 2003 - for its food, service, mail order catalog, training, and overall success. This case shows how Zingerman’s went from a single delicatessen in ...
by Wayne Baker
Product Type: Case  Publication Date: 10/2013  Product ID#: 1-429-340  Length: 32pages
This case is about Zingerman’s decision in 2013 to migrate toward broad-based employee ownership and the iterative, inclusive process by which Zingerman’s Partners Group researched and crafted a new ownership design for the ZCoB. Students will learn about key elements of Zingerman’s culture (e.g., its progressive views on sustainability, commitment to open book finance, decision-making by consensus) and evaluate which employee ownership model might be the best match.
by Wayne Baker
Product Type: Case  Publication Date: 04/2014  Product ID#: 1-429-342  Length: 20pages
Zingerman’s co-founders Ari Weinzweig and Paul Saginaw have a non-traditional approach to growth, allowing employees that receive extensive training through the organization to fulfill their wildest aspirations. Charting a partnership path to ownership, the pair allows employees to forge the businesses of their dreams ...
 
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