學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
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
The Khus Project: Cultural Conflict
內容大綱
As one of its first international projects, the China Guangxi Corporation for International Techno-Economic Cooperation (GCITEC) began a joint venture initiative with a local Pakistani firm in September 2015. The joint venture centred around constructing a canal in the Khus area of northern Pakistan. The Chinese firm brought funding and technical experience; the Pakistani partner brought local experience and local construction staff. After working together for several months, significant problems began to emerge between the two sides. These tensions resulted from differing management cultures and institutional differences between the Pakistani and the Chinese business environments. The president of GCITEC's Pakistani branch was faced with a choice: find a way to renew the partnership and fix both the immediate personnel conflict and its underlying factors, or, if the conflict was beyond reconciliation, dissolve the joint partnership and bear the cost of this choice.