The case examines value-oriented strategy formulation and implementation by in the foreground. Questions of ethics and responsible leadership, social intitiatives in emerging markets and the global-local tensions in Corporate Social Responsibility It examines how Bayer CropScience addressed the problem of child labor in its cotton seed supply in rural India between 2002 and 2008. Bayer had been in India for more than a century. In December 2002, the Bayer Group completed the acquisition … Read more »

The case examines value-oriented strategy formulation and implementation by in the foreground. Questions of ethics and responsible leadership, social intitiatives in emerging markets and the global-local tensions in Corporate Social Responsibility It examines how Bayer CropScience addressed the problem of child labor in its cotton seed supply in rural India between 2002 and 2008. Bayer had been in India for more than a century. In December 2002, the Bayer Group completed the acquisition of Aventis CropScience, based in India. Bayer CropScience for the first time of the incidence and prevalence of child labor in its newly acquired India-based cotton seed operations a few months after the acquisition in April 2003. A new segment of the supply chain for Bayer – The acquisition of Aventis had on board a well-known Indian company Proagro already brought operations in cotton seed production and marketing. Child labor was widespread in the production of cotton seed – a traditional practice for granted not only by Indian farmers, but also by several hundred Indian companies will account for around 90 percent of the market share taken. (A) at Bayer focuses on the decision of whether, when and how to start a self-guided program that would take direct responsibility for the persecution and eradication of child labor in rural India.
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from
Satyajeet Subramanian,
Charles Dhanaraj,
Oana Branzei
Source: Ivey Publishing
19 pages.
Release Date: 26 January 2011. Prod #: 910M61-PDF-ENG
Bayer CropScience in India (A): Against Child Labour HBR case solution

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