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Supplement to case SMU312. This is a three-part case. Case A introduces Rahzi Putera, a product manager at Samudera Pharma Corporation (SPC), one of Indonesia's largest manufacturer and distributor of generic pharmaceuticals. SPC had earlier that year entered into an agreement with Braxton Biotech Corporation (Braxton) in India, to distribute Epogex, a drug used for the treatment of anaemia. The regulators at the Ministry of Health gave a conditional registration that Epogex could be sold in the country, but only to the private sector, until SPC conducted a clinical study to monitor the safety and adequacy of the drug. Rahzi was tasked to manage the clinical study. When the Epogex shipment arrived, temperature readings showed that it had been frozen. Epogex's product leaflet very clearly stated that the product should be discarded if frozen. However, when Rahzi recommended throwing away the supply, he faced great resistance from both his colleagues and superiors at SPC, and Braxton. Braxton provided data from a quality assurance study it had conducted in 2012, which concluded that the product remained stable despite the temperature excursions. Rahzi now had to make a decision whether to commercially sell the once-frozen shipment of Epogex, which would not be used in the clinical study. Case B sees Rahzi sending an email to all the key decision makers at SPC, stating his concerns about selling the frozen shipment stock to the public, and strongly recommending that it be destroyed. However, he is once again pressured to approve the frozen batch of Epogex for commercial sale. In Case C, Rahzi speaks to his boss, Alia Iman, again to support him in destroying the stock. Alia agrees and convinces her boss, Bobby Suharto, to do so. Unhappy about how the incident was managed, Rahzi quits SPC shortly thereafter.

Supplement to case SMU312. This is a three-part case. Case A introduces Rahzi Putera, a product manager at Samudera Pharma Corporation (SPC), one of Indonesia's largest manufacturer and distributor of generic pharmaceuticals. SPC had earlier that year entered into an agreement with Braxton Biotech Corporation (Braxton) in India, to distribute Epogex, a drug used for the treatment of anaemia. The regulators at the Ministry of Health gave a conditional registration that Epogex could be sold in the country, but only to the private sector, until SPC conducted a clinical study to monitor the safety and adequacy of the drug. Rahzi was tasked to manage the clinical study. When the Epogex shipment arrived, temperature readings showed that it had been frozen. Epogex's product leaflet very clearly stated that the product should be discarded if frozen. However, when Rahzi recommended throwing away the supply, he faced great resistance from both his colleagues and superiors at SPC, and Braxton. Braxton provided data from a quality assurance study it had conducted in 2012, which concluded that the product remained stable despite the temperature excursions. Rahzi now had to make a decision whether to commercially sell the once-frozen shipment of Epogex, which would not be used in the clinical study. Case B sees Rahzi sending an email to all the key decision makers at SPC, stating his concerns about selling the frozen shipment stock to the public, and strongly recommending that it be destroyed. However, he is once again pressured to approve the frozen batch of Epogex for commercial sale. In Case C, Rahzi speaks to his boss, Alia Iman, again to support him in destroying the stock. Alia agrees and convinces her boss, Bobby Suharto, to do so. Unhappy about how the incident was managed, Rahzi quits SPC shortly thereafter.

This is a three-part case. Case A introduces Rahzi Putera, a product manager at Samudera Pharma Corporation (SPC), one of Indonesia's largest manufacturer and distributor of generic pharmaceuticals. SPC had earlier that year entered into an agreement with Braxton Biotech Corporation (Braxton) in India, to distribute Epogex, a drug used for the treatment of anaemia. The regulators at the Ministry of Health gave a conditional registration that Epogex could be sold in the country, but only to the private sector, until SPC conducted a clinical study to monitor the safety and adequacy of the drug. Rahzi was tasked to manage the clinical study. When the Epogex shipment arrived, temperature readings showed that it had been frozen. Epogex's product leaflet very clearly stated that the product should be discarded if frozen. However, when Rahzi recommended throwing away the supply, he faced great resistance from both his colleagues and superiors at SPC, and Braxton. Braxton provided data from a quality assurance study it had conducted in 2012, which concluded that the product remained stable despite the temperature excursions. Rahzi now had to make a decision whether to commercially sell the once-frozen shipment of Epogex, which would not be used in the clinical study. Case B sees Rahzi sending an email to all the key decision makers at SPC, stating his concerns about selling the frozen shipment stock to the public, and strongly recommending that it be destroyed. However, he is once again pressured to approve the frozen batch of Epogex for commercial sale. In Case C, Rahzi speaks to his boss, Alia Iman, again to support him in destroying the stock. Alia agrees and convinces her boss, Bobby Suharto, to do so. Unhappy about how the incident was managed, Rahzi quits SPC shortly thereafter.

Supplement to case SMU271. It was May 2016, and Desmond Lim, CEO and co-founder of QuikForce, a moving and logistics company based in Boston, U.S., had just concluded a five-hour long meeting with his team. QuikForce had been founded to simplify the stressful moving process for both the customer and movers, by acting as an intermediary that provided a technology platform which would pair potential customers with suitable moving companies based on their moving requirements. Ten months had flown by since the QuikForce website was first launched, and within two months of its launch, QuikForce was profitable. The meeting left two questions on Lim's mind. First, given QuikForce's initial success, should he begin to establish a presence in his home country, Singapore, or at least in Asia? The meeting with his team saw opinions split among three options-(a) broadening the service offerings in the company's existing U.S. locations (Boston, New York and Miami), (b) expanding to new cities in the U.S., or (c) pursuing expansion into Asia. Lim knew that a decision was looming. Second, was his present team the 'dream team' that would be able to take this company forward to the next level?

It was May 2016, and Desmond Lim, CEO and co-founder of QuikForce, a moving and logistics company based in Boston, U.S., had just concluded a five-hour long meeting with his team. QuikForce had been founded to simplify the stressful moving process for both the customer and movers, by acting as an intermediary that provided a technology platform which would pair potential customers with suitable moving companies based on their moving requirements. Ten months had flown by since the QuikForce website was first launched, and within two months of its launch, QuikForce was profitable. The meeting left two questions on Lim's mind. First, given QuikForce's initial success, should he begin to establish a presence in his home country, Singapore, or at least in Asia? The meeting with his team saw opinions split among three options-(a) broadening the service offerings in the company's existing U.S. locations (Boston, New York and Miami), (b) expanding to new cities in the U.S., or (c) pursuing expansion into Asia. Lim knew that a decision was looming. Second, was his present team the 'dream team' that would be able to take this company forward to the next level?

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.