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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Competence, Competitiveness, and Intercultural Conflict in Qatar
內容大綱
In 2011, the chief executive officer of Singh Security Systems Limited, an Indian company that designed and manufactured security systems, wanted to expand the scale of operations. He located a partner, the business leader of a construction company that specialized in security systems, in Doha, Qatar. Together, they drew a lucrative plan to execute turnkey projects in security systems in Qatar. However, the best candidate to lead the partnership in Qatar was a woman, who was keen to pursue the position, but would be the only woman in a position of authority in a 180-member organization, in a male-dominated country. The business leader of the Qatari firm was hesitant to hire a woman to run the project. Should the company reconsider assigning a woman project manager to Qatar?