個案總覽

Supplements the (A) case.

The general manager for U.S.-based Sealed Air Corp.'s Taiwan subsidiary must decide whether he's hired the right person to bridge the gap between Sealed Air's corporate culture and Taiwan's business culture. This case details Bob Kayser's experiences in trying to infuse the Sealed Air culture into the Taiwan operation, including approaches to training, compensation, and motivation.

Supplements the (A) case.

Becton Dickinson's Global One-Company Operations Group must decide on the company's global policy on gifts, gratuities, and business entertainment. A central issue is whether the policy should be established centrally and made uniform worldwide or whether it should be decided locally, depending on local circumstances and practices. The case contains numerous examples of troubling situations drawn from different regions of the world, as well as background information on growing anticorruption efforts worldwide.

Presents the outcome of the (B) case and relates development in the company up to 1997.

Samina Quraeshi, principal of Boston-based Shepard Quraeshi Associates, must decide whether to take legal action against her key employees after they leave her firm to start their own, taking with them key clients and data. Quraeshi sees the situation as reflecting cultural tension between Eastern and Western ways of doing business. This case details Quraeshi's cultural journey from her Muslim past in Pakistan to her life in the United States, including service as the director of the Design-Arts Program for the U.S. National Endowment for the Arts.

Supplements the (A) case.

Zhang Ruimin, founder and CEO of China's Haier Group, must decide whether to acquire Red Star Electric Appliance Co., an insolvent local manufacturer of washing machines. Although Haier, slated to become one of China's first global brand names, has successfully turned around other failing enterprises by infusing its distinctive culture and management style, it is not clear whether that approach will work at Red Star. Both Haier and Red Star are "collective enterprises."

Describes the decision made in response to the (A) case as well as subsequent developments.

Sealed Air Corp.'s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company's key assets. However, their experiences in integrating acquired companies, especially outside the United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture.

Sealed Air Corp.'s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company's key assets. However, their experiences in integrating acquired companies, especially outside the United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture.

Describes the efforts of the new managing director of Merck's subsidiary for Argentina, Uruguay, and Paraguay to transform the organization and its culture. Focuses on a critical decision: whether to offer the son of a high-ranking official in the government's national health-care program a place in the company's highly selective intern program for young professionals.

Supplements the (A) case.

An independent consultant from the United States must decide what to do when faced with his client's apparent violation of an agreement with a third party. The consultant is American, the client is a Chinese real estate developer, and the third party is a French construction company. The case traces the development and tensions in a set of relationships fraught with cross-cultural confusion. The consultant must interpret the parties' agreement and decide whether loyalty to the client or a principle of transparency takes priority.

Supplements the (A) case.

Supplements the (A) case.

This case details the sexual harassment case brought against Mitsubishi Motor Manufacturing of America by nearly 300 female employees in April 1996. The recommendations developed for the company by former U.S. Labor Secretary Lynn Marten are presented. In response to the harassment controversy, Marten was asked to review the plant's policies and to formulate a plan for a "model workplace."

Presents three scenarios involving behavior that could arguably be called sexual harassment. The first scenario is set in a medical supply company in an unnamed emerging market region. The second is set in a New York-based securities firm. The third is set in a U.S. aerospace company. In the first two scenarios, a general manager must respond to complaints made by female employees about the behavior of their male managers. In the third scenario, a general manager must decide whether to approve a proposed plan to eliminate harassment.

Presents several conceptions of corporate purpose and responsibility as articulated by a variety of groups and individuals during the period 1970-95. Included are materials from the Business Roundtable, the American Law Institute, the Royal Society of Arts and Manufacturers (U.K.), the U.S. Catholic Bishops, and excerpts from the writings of economist Milton Friedman and lawyer Christopher Stone. A brief introduction provides historical background on the corporate responsibility debate.

Supplements the (C) case.