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Sony's chairman addresses the present deterioration of U.S.-Japan relations and offers his view of how the two countries can patch up their differences and work as partners toward mutual economic success. He argues that the mistrust and fear embodied in "bashers" and protectionists on both sides are holding back a relationship of historic importance. Morita suggests that by moving more manufacturing operations to the United States, Japan can make meaningful contributions to revitalizing the U.S. economy. Japanese capital added to American technology can create new competitive companies that are beneficial to both sides.

Establishing competitive advantage and creating shareholder value both stem from a common economic framework. The stock market values the long-term productivity of companies. It is not necessary to depart from the shareholder-value model to improve a company's competitive position. Maximum returns for current shareholders will materialize only when managers maximize long-term shareholder value and deliver interim results that attest credibly to sustainable competitive advantage.

Globe Metallurgical Inc., a $115 million supplier for specialty metals, is best known as the first small company to win the Baldrige Award in 1988. But there is more to this company than total quality. During the 1980s, Globe transformed itself from a rust-belt has-been on the verge of bankruptcy into a high-technology, high-quality industry leader. The company also underwent a management-led leveraged buyout, embraced flexible work teams, adopted a high value-added niche marketing strategy, and took its business global. Leading the way was Chief Executive Arden C. Sims, who is interviewed here.

Singapore is well on the way to becoming the first fully networked society, in which all homes, schools, businesses, and government agencies will be interconnected to an electronic grid. Through development of a superior infrastructure and world-class transportation and materials-handling facilities, Singapore has created an extremely attractive environment for multinational business on all levels. The ability of any country with few natural advantages to bring itself to the forefront of technological and economic competitiveness holds important lessons for other countries and organizations. However, Singapore's astounding achievement is due in large part to governmental control.

Explores the risks and rewards to both the Russian defense contractor (Tantal) and a potential Western collaborator from the United States (Webber Controls) of launching a new product that would be competitive in the European, Asian, and U.S. markets. Questions of quality control, managerial oversight, brand name, cost structures, and political forces beyond the control of either party arise. Written to be used in a negotiation-style exercise, with small teams representing each side to the negotiation.

Explores the risks and rewards to both the Russian defense contractor (Tantal) and a potential Western collaborator from the United States (Webber Controls) of launching a new product that would be competitive in the European, Asian, and U.S. markets. Questions of quality control, managerial oversight, brand name, cost structures, and political forces beyond the control of either party arise. Written to be used in a negotiation-style exercise, with small teams representing each side to the negotiation.

Riots in 1969 bring martial law and a new, more firmly Malay government which sets out to promote redistribution of opportunity, income, and wealth by race-based quotas. Dr. Mahatherl, a Malay nationalist says Malays have a non-competitive alliance which must be forced to change.

In April 1987 the management team of CFM International, Inc. (CFMI) was considering developing a new jet engine for the Airbus A340. The withdrawal of a competitor's engine had created an unforeseen opportunity for CFMI to re-enter a competition it had apparently lost several months earlier. Complicating the decision was the fact that CFMI was a corporation jointly and equally owned by General Electric (U.S.) and the Societe Nationale d'Etude et de Construction de Moteurs d'Aviation, or SNECMA (France), both of which had to approve any new programs. Both General Electric and SNECMA, the owning companies, had already moved on to other projects. Allows for discussion of international alliances in a high stakes, politically salient, global industry. Also addresses large investment decisions in an uncertain environment.

P.K. Scherle, R.N., founder, president, and owner, struggles with her successful business and focuses on either growth or enhanced profitability.

Commentary by an executive familiar with the industry on what went wrong at Prelude and what the difficulties are in creating economies of scale in the lobster fishing industry.

Conoco faces challenges in formulating a proactive environmental strategy for its proposed oil development in Ecuador's pristine tropical rain forest region. The case outlines the innovative process in which Conoco collaborated with a wide range of often conflicting constituency groups to define and implement its policies, along with Conoco's successes and failures in reaching constituency consensus.

Outlines new government economic plans and first actions after election. To be handed out in class after discussion of main case.

Describes the political and economic situation in Poland in 1989, following the country's first democratic elections and the subsequent establishment of a Solidarity-led government. After examining the legacies left by 40 years of Communist rule, the case lays out the problems that face the new government and the choices it must make. Most centrally, it outlines the Sachs proposal for a rapid "leap to the market" and lays out the arguments for and against such a move. Designed to encourage students to think about the structural prerequisites for capitalism and to realize the difficulties the new Polish government will face as it tries to balance its economic and political objectives.

Brigham and Women's Hospital is a highly successful teaching hospital in 1992. However, the hospital sector is undergoing a major transition and the hospital faces uncertainty about changing demographic trends, new types of competitors, and technological and scientific change. It's premier OB service is declining, and many of the hospital leaders are nearing retirement. How should it craft its strategy for the 1990s?

In 1992, Apple received the only profitable standard other than IBM/Microsoft/Intel in the PC industry. The case examines Apple's dilemma of how to retain its profitability as the structure of the industry deteriorates. Apple's CEO poses the critical question: Can Apple shape the PC industry for the 1990s?

Describes political and economic developments that completely change the assumptions on which the strategic options in the (A) case were based. This requires a fundamental reconsideration of the economic/political, strategic, and organizational dimensions and the options. In addition, the head of Opel wants to become number one in East Germany in spite of its formidable local competitor, Volkswagen.

Presents some of the dilemmas of gathering competitive information and the appropriate limits for competitive analysis. Raises the issues involved and provides information about actual corporate practice.

Examines the causes of decline--economic, social, and political--of the Zambian economy since 1974. It takes place at the time of the election of Frederick Chiluba, in October 1991. Examines the problems of economic development in Africa, and especially, of structural reform away from closed, statist systems of government. Also examines the problems of external debt and the reliance on commodity industries to produce foreign exchange.

The board and management of General Cinema has to determine whether the acquisition of Harcourt Brace Jovanovich (HBJ), thereby entering the publishing business, makes strategic sense. The case describes HBJ's involvement in several segments of the publishing industry: college, elementary and high school, testing, medical, scientific/technical, legal, trade, and international. Case information and exhibits rely primarily on consultant reports. For each segment, the consultants have identified key trends and key success factors, as well as HBJ's competitive position and performance. Increased industry concentration and technological changes receive special attention.

Covers the period from Steinberg's founding in 1917 through the company's growth to a major firm in 1969.