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The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC.

Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize?

This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms).

Teaching Notes are available for educators only.

CSS 11: Strategy.

Purpose — This study assesses the effectiveness of initiatives by expatriate employees of the American Telephone and Telegraph Company (AT&T, popularly referred to as the ‘Bell System’11The use of the term ‘Bell System’ as a synonym for AT&T reflected the firm's initial dependency on the exploitation of the telephone patents of Alexander Graham Bell. The Bell System consisted of AT&T, a holding company, and its affiliates including The Bell Telephone Laboratories (research), Western Electric (manufacturing) and 13 regional telephone operating subsidiaries.) in the revival of the Japan's telecommunications system and allied industries after World War II.

Methodology — Our primary methodology involves historical analysis of archival resources for AT&T and the Civil Communications Section (CCS) of the Supreme Command Allied Powers (SCAP), the American occupation government agency responsible for advising Japanese government and industry during the period 1945–1950.

Findings — Before the war, the Bell System maintained strong direct connections in Japan. AT&T's influence during the occupation, however, was indirect: knowledge dissemination through the activities of the CCS, which had several employees on loan from the Bell System.

Research limitations/implications — While our sample of organisations seems narrow and the duration of time relatively brief, the Bell System's people made a tremendous impact: transforming the Japanese telecommunications system. This suggests that guidance and tutelage by expatriate experts may enable host countries to master best practices rapidly without incurring high costs of evolutionary development.

Social implications — Local social mores and differences in workforce educational attainment may temporarily impede the acceptance of new foreign approaches to management and administration.

Value of the chapter — This chapter demonstrates how firm-specific and proprietary knowledge built up over decades at one firm could, through the agency of expatriates, revolutionise in just a few years the basic approaches followed in another country's telecommunications industry.

The purpose of this research is to test the effectiveness of integrating Grasshopper 3D and measuring attractiveness by a categorical based evaluation technique (M-MACBETH) for building energy simulation analysis within a virtual environment. Set of energy retrofitting solutions is evaluated against performance-based criteria (energy consumption, weight and carbon footprint), and considering the preservation of the cultural value of the building, its architectural and spatial configuration.

This research addresses the building energy performance analysis before and after the design of retrofitting solutions in extreme climate environments (2030–2100). The proposed model integrates data obtained from an advanced parametric tool (Grasshopper) and a multi-criteria decision analysis (M-MACBETH) to score different energy retrofitting solutions against energy consumption, weight, carbon footprint and impact on architectural configuration. The proposed model is tested for predicting the performance of a traditional timber-framed dwelling in a historic parish in Lisbon. The performance of distinct solutions is compared in digitally simulated climate conditions (design scenarios) considering different criteria weights.

This study shows the importance of conducting building energy simulation linking physical and digital environments and then, identifying a set of evaluation criteria in the analysed context. Architects, environmental engineers and urban planners should use computational environment in the development design phase to identify design solutions and compare their expected impact on the building configuration and performance-based behaviour.

The unavailability of local weather data (EnergyPlus Weather File (EPW) file), the high time-resource effort, and the number/type of the energy retrofit measures tested in this research limit the scope of this study. In energy simulation procedures, the baseline generally covers a period of thirty, ten or five years. In this research, due to the fact that weather data is unavailable in the format required in the simulation process (.EPW file), the input data in the baseline is the average climatic data from EnergyPlus (2022). Additionally, this workflow is time-consuming due to the low interoperability of the software. Grasshopper requires a high-skilled analyst to obtain accurate results. To calculate the values for the energy consumption, i.e. the values of energy per day of simulation, all the values given per hour are manually summed. The values of weight are obtained by calculating the amount of material required (whose dimensions are provided by Grasshopper), while the amount of carbon footprint is calculated per kg of material. Then this set of data is introduced into M-MACBETH. Another relevant limitation is related to the techniques proposed for retrofitting this case study, all based on wood-fibre boards.

The proposed method for energy simulation and climate change adaptation can be applied to other historic buildings considering different evaluation criteria and context-based priorities.

Context-based adaptation measures of the built environment are necessary for the coming years due to the projected extreme temperature changes following the 2015 Paris Agreement and the 2030 Agenda. Built environments include historical sites that represent irreplaceable cultural legacies and factors of the community's identity to be preserved over time.

This study shows the importance of conducting building energy simulation using physical and digital environments. Computational environment should be used during the development design phase by architects, engineers and urban planners to rank design solutions against a set of performance criteria and compare the expected impact on the building configuration and performance-based behaviour. This study integrates Grasshopper 3D and M-MACBETH.

The article aims to investigate whether the integration between corporate social responsibility (CSR) and intellectual capital (IC) reports could be a plausible issue. To address this aim, the paper posits three main research questions: whether there is a theory able to explain the relationship between IC and CSR (RQ1); whether empirical surveys provide evidence of the links between CSR activities (CSRA) and IC (RQ2); and whether organizations have started to disclose social and intangible issues in a single document within the Italian context (RQ3).

To answer the RQs, we decided to arrange three different literature reviews. In detail, to address RQ1, we searched for theoretical studies focussing on an resource-based view (RBV) perspective of IC or CSR or both. To address RQ2, we searched for empirical studies addressed to test the links between CSRA and the creation and development of organizational IC. To address RQ3, we searched for empirical studies focussing on companies’ experiences of integration of CSR and IC reports or on surveys on this theme in the Italian context.

All the three literature reviews provide evidence that the trend to move towards an integration of social and IC issues in a single report is a plausible issue, from a theoretical, management and disclosure point of view.

The main limit of the research lies in its theoretical nature; however, the study can provide an impulse for further research on the existing trend in the real-life context, and can also provide the theoretical basis on which to build a model that, starting from the relationships among the different kinds of voluntary reports, provides the criteria and methods to integrate the firm’s corporate voluntary reports in a single report. For researchers, this result also has an implication to control for intangibles, for example, assessing the relationship between CSR and corporate performance may explain some of the mixed findings that have occurred in the past.

The article inserts CSR and IC within the RBV theory. Such recognition provides managers the theoretical framework to treat them conjointly, being aware that these two dimensions are intertwined. The article also provides evidence that CSRA impact on IC creation and development. The main implication for company managers is that, when developing a strategy aimed at strengthening IC, they should consider not only all components of intellectual capital but, above all, also include CSR actions and attributes in strategy formulation. Finally, the article provides evidence of a trend towards an integration of CSR and IC reports within the Italian territory. An integrated CSR–IC approach could have relevant implications on the development of the Italian territory characterized by a large number of SMEs and networks of firms that are an integral part of the local community, whose success is often related to their capability to acquire consensus from local stakeholders such as employees, public authorities, financial organizations, banks, suppliers and citizens.

The article provides three main contributions: first, the paper suggests that the integration of the two different perspectives IC and CSR finds its theoretical justification in the RBV theory, which is scarcely applied to explain the link between these two perspectives; second, the article provides evidence of the real effects that investments in CSR have on the maintenance and developing of organizational IC; third, it provides evidence that there is a trend moving towards an integration of social and IC issues in a single report in the Italian context.