The case sketches the story of a charismatic and ambitious young business leader who, through value-adding commercial transactions, has helped set a South African pharmaceutical company, Adcock Ingram, on a trajectory of growth. The case reader meets up with him in May 2009 when he faces lack of closure and an ambiguous outcome to an offer to acquire a smaller pharmaceutical company. The case demonstrates the power of relationships, where the ambitions of different parties around the negotiations table and the incentives that shape their alliances can make or break a strategic business deal. As opposed to presenting a strategic decision-point for class discussion, the case presents students with an opportunity to analyze an unfavorable outcome of a business deal, and build a concept of behavioral requirements of success in business transactions. The case has been designed for class discussion and analysis of factors of leadership that underpin or influence acquisitions. As opposed to an analysis of the commercial rationale of an acquisition, it focuses on the behavioral components of leadership decision-making and their effect on business results. The case can provide a platform for the discussion of motives, interpersonal skills and relationships, and business activities in acquisitions.

Continental Media Group has a series of business reviews struggling to achieve profitability. This case focuses on the use of management control systems to identify emerging opportunities and the formulation of new strategies. The interactive system used by top managers-the Friday Packet-is described and illustrated in exhibits. Top managers use this system to focus organizational attention on the critical uncertainties of the business. Provides examples of how new strategies emerge from the dialogue that is generated by the interactive control system.

Looking through the lenses of both macro and micro economic policy, this case examines how Singapore has achieved such stellar success throughout its history, from independence through 2008. The case discusses the different policy choices the Singaporean government has made as well as how the government's structure has aided development.

The Southeast Bank of Texas, like most other financial institutions in the US, has fallen on hard times during the financial crisis of the past year. Now, in March 2009, the bank is faced with several choices as a result of the new reforms spawned from the financial crisis: The FDIC's Temporary Liquidity Guarantee Program and the US Treasury's Capital Purchase Program. Additionally, the implementation of BASEL II has left new regulations in place for capital requirements for banks. Irwin Greff, President and CEO of the Southeast Bank, faces several decisions on how to proceed with these new policies that will surely shape the future of the bank.

Analyzes the link between corporate social responsibility (CSR) activities and employee engagement, including CSR effects on employee commitment and motivation, new skills and training, and motivation. Also discusses best practices in employee engagement through CSR.

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