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Portrays the change process Oticon went through in moving from a bureaucratic, role-driven organization to a creativity-driven, flexible, informal one.

For generations, emigrant Chinese entrepreneurs have operated in a network of family and clan across many national borders. Chinese businesses in the Pacific Rim and beyond make up the world's fourth economic power. The author calls this global network of entrepreneurial relationships the Chinese commonwealth. The author details the Confucian tradition and the values that have hindered so many Chinese businesses in the recent past, including Wang Laboratories. The sudden wealth of expatriate Chinese communities and the new possibilities for business still come down to a patchwork of many small enterprises that often have no respect for one another. But a new ideology of economic self-interest that transcends politics and the constraints on traditional Chinese business may lead to even greater integration of the commonwealth.

Discusses the fostering of entrepreneurship and innovation in the large corporation. It traces the development and history of Scandinavian Airlines System (SAS) from 1946 to the present with particular emphasis on the leadership of Jan Carlzon, CEO from 1981 to the present. He transformed the company's culture from a technical to a marketing force through personal leadership, internal corporate communications training, human resource policies and procedures, and other organizational tools.

An eight-year-old company is in the midst of growth. This case follows the company from its inception through its growth stages. Teaching objectives are to understand the problems of growth, partnership, and operations-driven companies.

Describes Lou Gerstner and his approach to managing entrepreneurship and organizational change at American Express Travel Related Services Company. Mr. Gerstner is chairman and CEO of the firm.