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The Monteith's Affair: Bitter to the Loyal End?

Published online by Cambridge University Press:  18 September 2015

Sara Walton ,
Shayne Grice  and
Bevan Catley
Sara Walton
Affiliation:
Department of Management, University of Otago, PO Box 56, Dunedin, Aotearoa/New ZealandPhone: +64 3 479 8125, Fax: + 64 3 479 8173, Email: [email protected]
Shayne Grice
Affiliation:
Department of Management, University of Otago, PO Box 56, Dunedin, Aotearoa/New ZealandPhone: +64 3 479 8125, Fax: + 64 3 479 8173, Email: [email protected]
Bevan Catley
Affiliation:
Department of Management, University of Otago, PO Box 56, Dunedin, Aotearoa/New ZealandPhone: +64 3 479 8125, Fax: + 64 3 479 8173, Email:[email protected]
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Abstract

“I feel shattered. My soul aches. My stomach is queasy. My heart is in tatters.

Yours in total despair.”

Daniel O'Reagan (2001).”

This case revolves around what would normally have been a seemingly straightforward business decision. Instead, the events surrounding the reported closing of the Monteith's Brewery came to capture the New Zealand public's imagination and attention. Over a period of weeks in March 2001, it soon became clear that there was more at stake than simply the survival of a local brewery. The “Monteith's Affair,” as we shall call it, was to become the site, and catalyst, for an extensive discussion concerning the intersection of ‘good’ business practice, community and globalisation.

Type
Research Article
Information
Journal of Management & Organization , Volume 9 , Issue 2 , January 2003 , pp. 69 - 74
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2003 

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References

REFERENCES

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