Ivey Business School (Canada)
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China National Offshore Oil Corporation: Operations in Canada
Xiaoyu Liu; Hao Lu; Loren Falkenberg; Harrie VredenburgCase IVEY-9B18M182-EStrategyIn 2005, China National Offshore Oil Corporation (CNOOC) began investing in Canada, when it acquired 16.69 per cent equity of MEG Energy Corp., a private Calgary-based energy company. In 2011, it acquired OPTI Canada, a Canadian oil company that had goneStarting at €8.20
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Telus: Ethics and Cellphone Tower Sites
Xiaoyu Liu; Hao LuCase IVEY-9B18M183-EStrategyIn 2015, TELUS Corporation (TELUS) needed to decide whether to either ignore the concerns of the local community and power up its newly installed cellphone tower—located 84 metres from the University of Calgary's child care centre—or relocate it farther fStarting at €8.20
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Workplace Safety Trainers: Resuscitating Revenue
Julie Gosse, Anthony MccreeryCase IVEY-W32234-EStrategyIn June of 2022, Jada Abimbola, chief executive officer and owner of Workplace Safety Trainers (WST), needed to develop a strategy for the business after experiencing stagnating profits during the coronavirus pandemic. WST was one of Ontario’s foremost private occupational health and safety companies, providing training for businesses that needed to comply with the standards of the Ontario Ministry of Labour, Immigration, Training, and Skills Dev...Starting at €8.20
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Chem-ARC: Playing the Blame Game
Julie Gosse, Anthony MccreeryCase IVEY-W32509-ELeadership and People ManagementThe turnaround coordinator at Chem-ARC Industries (Chem-ARC) had to solve a dispute involving multiple stakeholders within the Turnaround Scheduling and Planning Department. Chem-ARC had been only two days into a company-wide shutdown when a delay on the plant floor sent the outage schedule into disarray. Members of the department started to blame one another for the issues Chem-ARC was facing. With a group of disgruntled employees, a costly prob...Starting at €8.20