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Case
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Reference no. IMD-2-0102-ES
Spanish language
Published by: Institute for Management Development (IMD)
Originally published in: 2013
Version: 13.05.2013

Abstract

This is a Spanish version. This is the second of a two-case series. In early 2001 Lafarge and the World Wildlife Foundation (WWF) come under attack from public pressure groups and WWF from its own network over Lafarge's intention to establish a 'superquarry' on the Scottish island of Harris. The quarry is of strategic importance to Lafarge, and puts WWF into an uncomfortable position, since it is losing credibility among its non-governmental organisation peers and supporters. Main teaching question: Can WWF resolve the issue without putting an end to the partnership, and how?
Location:
Size:
85,000 employees at Lafarge, 4.5 million supporters of the World Wildlife Foundation
Other setting(s):
October 2001

About

Abstract

This is a Spanish version. This is the second of a two-case series. In early 2001 Lafarge and the World Wildlife Foundation (WWF) come under attack from public pressure groups and WWF from its own network over Lafarge's intention to establish a 'superquarry' on the Scottish island of Harris. The quarry is of strategic importance to Lafarge, and puts WWF into an uncomfortable position, since it is losing credibility among its non-governmental organisation peers and supporters. Main teaching question: Can WWF resolve the issue without putting an end to the partnership, and how?

Settings

Location:
Size:
85,000 employees at Lafarge, 4.5 million supporters of the World Wildlife Foundation
Other setting(s):
October 2001

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