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Nike: Sustainability and Labor Practices 2008-2013 Case Solution & Answer

Nike’s labor practices have been published on a large scale in the 1990s, and CEO Mark Parker said the company still had much work to do in this area. The case also describes how to make sustainability a key element of the design process has led Nike to develop more innovative and efficient products, like a running shoe breakthrough called Flyknit, which focused largely on the Olympic Games 2012. Following protests in the late 1990s on excessive overtime dangerous working conditions, low wages, hours, restrictions on the organization of employees, and the negative impacts on the environment, Nike began to change from a reagent proactively. In the 15 years covered in this case, Nike has made major changes to its sustainability practices, including the relocation of its corporate responsibility team much higher up in the organization, which could have a major impact on the decisions providing data early in the process. The company has also developed several indices that measure sustainable development practices and their independent contractors. Indexes are indicators to measure the relevant impacts of waste products, water, chemicals, labor and energy. Nike Critics said many labor issues had not been resolved, but Nike has made progress in this area in collaboration with governments, NGOs and trade unions, and through compliance training management. If a plant contract did not score high enough on the scales of sustainability and helpful work of the company, Nike impose sanctions on the ground or even fall in the supply chain. These actions have had Nike on top of the wish lists of most activists.
by
Glenn Carroll,
Debra Schifrin,
David Brady
Source: Stanford Graduate School of Business
28 pages.
Release: Aug 13, 2013. Prod #: IB106-PDF-ENG
Nike: sustainable development and labor practices for Settlement 2008-2013

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