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Sustainable Harvest International
Margaret J. Naumes, Jill A. Kammermeyer
published: 2006 | Case Study | International Business
Subject Area: Business Policy/Strategic Management; Small Business/Entrepreneurship; International Business
Key Issues: Social Entrepreneurship; Strategy/Structure Congruence; Non-Profit Management; International Expansion
Case Description: In December 2000, Sustainable Harvest
International (SHI) was at a decision-making juncture. SHI is a
non-profit organization that provides communities in four Central
American countries with long-term assistance in replacing
slash-and-burn farming with environmentally and economically
sustainable agriculture. Founder Florence Reed was considering whether
the organization should add more countries (possibly even continents)
or expand the services offered to the families in the current
countries. Despite a limited number of donors, primarily from Flo's
personal contacts, funds always seemed to arrive in time. However,
Flo's schedule, and that of her field program directors, was already
fully occupied between the field, fund-raising, and administration.
What recommendation should she make to her board of directors?
# Case Pages: 16
Case Number: 120047-22-2-4
Teaching Note: Yes
revised May 24/06
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