International Collaborative Case Research

Why dont you say no if you mean no? How can we discuss the central issues of a case if not everyone understands what is meant by issues? How can I lead if I dont know where Im going? The author faced these questions, and many more, while exploring collaborative case research opportunities in other countries. This personal and professional journey taught her that the prospect of increasing global awareness for her students and herself is enticing. Another lesson learned is that the opportunities to appear to be an insensitive, cultural illiterate are abundant. This paper focuses on the benefits and challenges of collaborative case research across national boundaries. Illustrations of cultural miscues and misunderstandings are given. Cultural consciousness structure differences are explored. Insights and rewards gained through international experience are highlighted

Entrepreneurial Activity by Women in Rural South Dakota

Community/Rural/Urban Development, Labor and Human Capital,

Dakota, Minnesota and Eastern Railroad: 1997

Approximately twenty-five years ago, a majority of the railroads in the industry were either in or near bankruptcy. As a partial cure, a series of federal and state legislation was enacted which freed the industry from archaic laws passed in the days railroads enjoyed a virtual monopoly in U.S. transportation. One of the outcomes of this new legislation was the freedom granted major railroads to abandon or sell off excess trackage to entrepreneurs. The Dakota Minnesota & Eastern (DM&E) is a regional railroad that was spun off from the Chicago and North Western(C&NW) Railroad in 1986 and purchased by a group of entrepreneurs. The railroad’s mainline extends from the Mississippi River at Winona, Minnesota across southern Minnesota and central South Dakota to Rapid City. In 1996, the DM&E acquired more than 200 miles of track from Union Pacific Railroad, extending from Colony, Wyoming through Rapid City to Crawford, Nebraska. Grain currently accounts for more than 40 percent of the railroad’s 60,000 annual carloadings, which have increased more than 40 percent since 1987—DM&E’s first full year of operation. The DM&E began operations with 130 employees, 37 locomotives and no freight cars. The DM&E now employs 350 people, and owns or leases 70 locomotives and almost 30,000 freight cars. The case traces DM&E’s first eleven years of operations from its chaotic beginnings to its development as a profitable railroad, to its recent apparent unraveling. (Contact author for a copy of the complete report.)Strategic Mgmt, Regional Railroads

Grace Lutheran Church

Grace Lutheran Church, formed in 1963, has enjoyed stable growth. It is financially healthy and has a close-knit church community. In an effort to pro-actively plan, a long-term planning committee of approximately 50 members was formed. They chose the publication and workbook, Twelve Keys to an Effective Church by Kennon L. Callahan to guide them. Constrained by a book written by a Methodist and not always a good "fit" for their Lutheran denomination, they are sometimes frustrated with the planning process. They are further constrained by the admonition of the book to focus exclusively on "strengths to exploit and objectives to develop." Discouragement of any mention of weakness, problems, shortcomings or threats hindered their discussion. The work of the planning committee centered on the twelve keys to an effective church, as identified in the book. Focusing on the positive, they were able to identify many things they are doing well, and are determined to build on these strengths. By downplaying the negative, however, they find themselves questioning whether focusing on their strengths alone is enough. (Contact author for a copy of the complete report.)Strategic Mgmt, Non for profit org

Private Moments

In October, 1996 Private Moments, an adult novelty store, opened for business in Huntsville, Texas. Huntsville had no ordinances in place to prevent the opening of this type of business. In fact, the local Small Business Development Center provided guidance and assistance to Edward Delagarza, the founder and owner of Private Moments. Many of the Huntsville citizens, unhappy with the opening of Private Moments, approached the City Council requesting that it be closed immediately and asked for legislation to prevent other Sexually Oriented Businesses (S.O.B.) from locating in Huntsville. After a hearing before the Planning and Zoning Commission to review alternative zoning restrictions, City Council passed an ordinance that outlined the process for obtaining a permit to operate as a S.O.B. and placed severe limitations on places a S.O.B. could locate. Private Moments, in existence when the ordinance was passed, was grandfathered. Sales at Private Moments have grown slowly, but business has been profitable. Since opening Private Moments, Mr. Delagarza has begun operating two other businesses: a tattoo parlor, which is adjacent to Private Moments, and a bar, located some distance away. He must now decide whether to remain in his current location and expand his operations by selling adult novelty items to other markets in other locations, redirect his effects toward internet sales or the wholesale distribution of S.O.B. products, or devote his time to his other two businesses. (Contact author for a copy of the complete report.)Small Busn Mgmt, Regulations

The Really Good Buffalo Project: A ‘Values Added’ Product

For several years, an effort to ‘bring back the buffalo’ has been of key interest in many American Indian communities across the country, and particularly in the Northern Plains of the United States. Tribal college faculty approached colleagues at South Dakota State University during a meeting of the American Indian Higher Education Consortium (AIHEC) with the desire to develop a niche market for Native American-raised bison. The Lakota words for the concept underlying the effort are Tatanka Waste (pronounced Ta-TONK-a Wash-TAY), roughly translated as ‘Really Good Buffalo’. A pivotal factor that influenced the development of the Really Good Buffalo project was the unique historical, cultural, and spiritual relationship between American Indians and bison. These issues and the diverse consortium of partners involved made it critically important that the project deliberately address values as part of the niche market analysis. As one tribal partner stated, “Great care must be taken when we are working with our brothers, the buffalo.” This case emphasizes the process of concept-testing, pre-feasibility analysis, and branding of an agriculturally based niche product within a broader cultural context.(Contact author for a copy of the complete report.)Bison Production, Cultural Values