This case describes the thoughts and reflections of five MBA alumni on their way back to their alma mater for a 20-year reunion event. As invited speakers, they will advise the upcoming graduating class on what to expect after graduation. The case provides a brief background on the career trajectories and family circumstances of each of the five protagonists as well as their personal reflections on their accomplishments and their regrets. The case is an excellent starting point for thought and discussion on the goals and motivations of MBA students, and what they expected to achieve and how they would measure success over the medium to long term.This case would be appropriate either alone or in conjunction with the technical note “Are You Ready? Devising a Personal Strategy for Life after Business School” (UVA-S-0342) as an effective reinforcement exercise. Excerpt Jun. 10, 2021 Developing a Personal Strategy: The Alumni Reunion Alumni Reunion Weekend It was a beautiful spring weekend in Charlottesville, Virginia, and the University of Virginia's Darden School of Business was bustling with activities. It was the weekend of the annual alumni reunion. Former Darden students had arrived, families in tow, from all corners of the world for a much-anticipated pilgrimage back to their alma mater. Over Flagler Court an enormous white tent stood in contrast against the stately red brick of Saunders Hall. Beyond the customary eating, drinking, and retelling of old stories, five alumni had been asked to share with the graduating class their perspectives on life and career after Darden. It promised to be a thought-provoking session, offering deep insight and wisdom based on the alums' 20 years of experiences since bidding farewell to the Darden grounds for far-flung jobs and ventures. . . .

Asian Case Research JournalOnline Ready No AccessNvidia and the Great East-West Semiconductor GameJin Leong, Ming-Jer Chen, and Leslie E. GraysonJin LeongProfessor of Business Administration, the Darden School, University of Virginia, USA, Ming-Jer ChenProfessor of Business Administration, the Darden School, University of Virginia, USAcorrespondence to Ming-Jer Chen, Darden School of Business, University of Virginia, Charlottesville, VA 22906-6550, USA., and Leslie E. GraysonProfessor of Business Administration, the Darden School, University of Virginia, USAhttps://doi.org/10.1142/S0218927523500086Cited by:0 PreviousNext AboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsRecommend to Library ShareShare onFacebookTwitterLinked InRedditEmail Some figures in the case have been disguised. Special thanks to Emmett Mercer (MBA ’22) and Mary Summers Whittle, Case Writer, for their insightful comments. Remember to check out the Most Cited Articles! Check out our Popular Science Titles today! Includes all-time bestsellers and new releases. FiguresReferencesRelatedDetails Recommended Online Ready Metrics History PDF download

Asian Case Research JournalVol. 27, No. 01, pp. 37-42 (2023) Free AccessUs Versus Them: Bridging the Faultline between Salaried and Hourly EmployeesPranav Dalmia and MBAMing-Jer ChenPranav DalmiaThe Darden School, University of Virginia, USA and Ming-Jer ChenThe Darden School, University of Virginia, USACorrespondence to Professor Ming-Jer Chen, Darden School of Business, University of Virginia, Charlottesville, VA, USA. He is the Leslie E. Grayson Professor of Business Administration at University of Virginia Darden School of Business.https://doi.org/10.1142/S0218927523500025Cited by:0 (Source: Crossref) PreviousNext AboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsRecommend to Library ShareShare onFacebookTwitterLinked InRedditEmail Special thanks to Charles F. Tucker, Jr, writer and editor, for his assistance with this case, and to Jacob Rosenstock (MBA ’22) and Benjamin Glade (MBA ’22) for their constructive feedback.It was written as a basis for classroom discussion rather than to illustrate effective or ineffective handling of an administrative situation.Publisher's Note:"Leslie E. Grayson" was erroneously identified as a contributing author. The authorship has since been rectified. This information has been updated on 31 March 2023. Remember to check out the Most Cited Articles! Check out our Popular Science Titles today! Includes all-time bestsellers and new releases. FiguresReferencesRelatedDetails Recommended Vol. 27, No. 01 Metrics History Published: 7 February 2023 PDF download

In late January 2020, Fuqing city officials approached Bin Lin, CEO of diaper manufacturer DaddyBaby, with a request that came straight from China's central government: In the face of the COVID-19 crisis, could Lin refit his manufacturing facilities to make 800,000 masks a day? And could he do so within two weeks? The local province had a severe mask shortage, and the region's largest diaper maker had declined to help. From an ethical standpoint, Lin wanted to agree to the government's requestbut he found himself grappling with a number of concerns. In the short term, there was the cost entailed by the proposed changes and the health risks to his workers. In the longer term, what would the shift mean for the business he and his family had worked so hard to build? Lin had invested in state-of-the-art manufacturing facilities, and the DaddyBaby brand was associated with innovative, high-quality products. China's booming diaper market was the biggest in the world and was fiercely competitive, especially at the high end. Beyond China, the company had established a solid presence in South Korea and Thailand as well. Would suddenly switching to mask manufacturing help or hurt his core business? What should he tell the city officials?ExcerptMar. 23, 2021Time for a Change:Chinese Diaper-Maker DaddyBaby Faces COVID-19 (A)New Year, New Era?Bin Lin, the 51-year-old founder and CEO of Chinese diaper manufacturer DaddyBaby, was at home with his family. As evening fell on the city of Fuqing, Lin looked out the window into the chilly dusk. It was January 27, 2020, the second day of the two-week Chinese Lunar New Year holiday. Across the country, families were gathered for festive meals, gift giving, and entertainment. It was a time to celebrate the hopes for a new year, enjoy China's rich cultural traditions, and make plans for the future.. . .

At many leading business schools, cases are written only by professors or professional case writers. At the Darden School of Business, however, MBA students may also write cases.Case writing helps students to gain tangible business writing and communication skills, to sharpen their business acumen, to understand better the key concepts learned in the classroom, and to prepare for the practical rigors of the workplace.This technical note explores what students can learn from case writing, how and why case writing can be beneficial to their careers, and the individual-level benefits of case writing. Excerpt UVA-S-0358 Aug. 30, 2021 Expanding the MBA Experience: The Student Case Writer Perspective Who Writes Business Cases? At many leading business schools, cases are written only by professors or professional case writers. At the Darden School of Business, however, MBA students may also write cases. . . .

In this case, a government official of a developing country interferes with a company that is in the process of awarding a contract for a project.

The Royal Dutch/Shell Group, or Shell, was the second largest industrial corporation in the world and the largest industrial corporation outside the USA in 1983. Sales were $81 bn and net income was $4.2 bn.1 The Shell Group had previously owned 69 per cent of Shell Oil Company (US). In 1984 the Group made a bid for the remaining 31 per cent. In this chapter, Shell refers to the Royal Dutch/Shell Group and not to Shell Oil (US).