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• Case | HBS Case Collection | August 2018 (Revised March 2019)

  Facebook—Can Ethics Scale in the Digital Age?

  George A. Riedel and Carin-Isabel Knoop

  Since its founding in 2004, Facebook has built a phenomenally successful business at global scale to become the fifth most valuable public company in the world. The revelation of Cambridge Analytica events in March 2018, where 78 million users' information was leaked in a 2016 U.S. election cycle, exposed a breach of trust/privacy among its user community. In the past, growth at any costs appeared to be the de facto strategy. Now many voices such as regulators, advertisers, ethicists, shareholders and users argued for a more responsible approach to addressing their concerns. Mark Zuckerberg (CEO/Chair/Founder) and Sheryl Sandberg (COO) mapped out their six-point plan to address this existential threat. Could they continue to grow and rectify the breach of trust/privacy? Did other stakeholders have some greater responsibility too? In addition to issues of privacy and trust, there is a growing chorus of concern about “content moderation”—not for the easy topics like spam or copyright material—but for the hard things revolving around political points of view, hate speech, polarizing perspectives, etc. How will Facebook strike the balance between free speech and corrosive content across billions of users and dozens of languages? Are they the arbiters of truth/censorship in the digital world?

  Keywords: Ethics; Corporate Social Responsibility and Impact; Business and Stakeholder Relations; Trust; Business Model; Corporate Accountability;

  Citation:

  Riedel, George A., and Carin-Isabel Knoop. "Facebook—Can Ethics Scale in the Digital Age?" Harvard Business School Case 319-030, August 2018. (Revised March 2019.)  View Details

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• Case | HBS Case Collection | March 2019

  Global Sourcing at Nike

  Nien-hê Hsieh, Michael W. Toffel and Olivia Hull

  This case explores the evolution of Nike’s global product sourcing strategy, in particular ongoing efforts to improve working conditions at its suppliers’ factories. When the case opens in July 2018, Vice President of Sourcing Amanda Tucker and her colleagues in Nike’s Global Sourcing and Manufacturing division were focusing on three key supply chain challenges: sourcing from suppliers that meet compliance standards, challenging and encouraging suppliers to improve capabilities, and being responsive to consumer demand across the world.

  Keywords: sourcing; Factory conditions; Trade; Geography; Geographic Scope; Globalized Firms and Management; Corporate Accountability; Corporate Governance; Governance Compliance; Collaborative Innovation and Invention; Innovation Strategy; Labor; Human Capital; Working Conditions; Supply Chain Management; Corporate Social Responsibility and Impact; Organizational Change and Adaptation; Labor and Management Relations; Complexity; Sports Industry; Fashion Industry; Oregon; Portland; Asia; North and Central America;

  Citation:

  Hsieh, Nien-hê, Michael W. Toffel, and Olivia Hull. "Global Sourcing at Nike." Harvard Business School Case 619-008, March 2019.  View Details

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• Case | HBS Case Collection | March 2019

  Christine Lagarde (Abridged)

  Julie Battilana, Carin-Isabel Knoop and Julia Kelley

  Citation:

  Battilana, Julie, Carin-Isabel Knoop, and Julia Kelley. "Christine Lagarde (Abridged)." Harvard Business School Case 419-055, March 2019.  View Details

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