商品敘述：

This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details. The Timberland Co., a manufacturer and retailer of footwear, outdoor apparel, and accessories, committed itself to instituting and communicating a core set of values to its employees, stockholders, and consumers. The system of beliefs emphasized community service. Central to this commitment was an alliance with the national youth community service organization City Year. Over the years, Timberland and City Year developed a close alliance that both sides contended constituted ""a new paradigm"" for the interaction between a for-profit business and a nonprofit organization. This case discusses Timberland''s commitments to beliefs and service in light of disappointing financial results for the company and subsequent layoffs during the 1995 fiscal year. Introduces the idea of a corporate strategy for community involvement, allowing the instructor to raise questions about the choice of activities and partners, the breadth of projects and the source of motivation for such a strategy. Also allows discussion of the role of beliefs and of community service in the context of a company that has pioneered a distinct approach to these concepts.

涵蓋領域：

Community relations;Business ethics;Corporate social responsibility;Social services

相關資料：

Video Supplement, (9-303-807), 12p, by Diana Barrett;
Case Teaching Note, (5-398-165), 13p, by James E. Austin;
Video Short, (6527), 0p, by Diana Barrett

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