Founded in 1998, Tencent Holdings Ltd. (Tencent) is a pioneer in value-added internet services in China and was listed on the main board of the Stock Exchange of Hong Kong in June 2004. Tencent's messaging and social networking platforms, WeChat and QQ, are leaders in internet instant messaging. Its business also includes the cloud, industrial internet, and interactive entertainment. The number of employees increased from a few dozen to over 40,000 in 2019, more than half of whom are technicians. They have an average age of 31 years, and 39% of them have a master's degree or above. To facilitate the reasonable and efficient internal talent flow, Tencent established an internal talent flow mechanism called the Huoshui Program (HSP) in 2011. Over the years, many employees and departments have benefited from this program. However, some employees still worry that they will receive an unfair performance rating from their current department before they transfer despite Tencent's continual efforts to improve the job transfer rules. Therefore, many employees choose to apply for the HSP after the annual or semi-annual performance review period. The key questions of this case are: Will this challenge somewhat suppress the vitality of the HSP? What other challenges does Tencent face in implementing the HSP? What efforts are needed in the future to make the HSP more effective?

Before CVTE becomes a listed company, people rarely know its idiosyncratic management structure and process. None of the founders has ever served as CEO or Chair of the company, and none has ever been a majority shareholder. They have no need to clock in or out; they are accommodated in nearby apartments provided by the company; they have free canteen facilities; their children have access to high-quality company-run education; there is an internal medical center providing services not only to the employees, but to their families too. These amenities have been provided since the company began, even in the digital age and an era in which competition in the IT industry has been fierce. The key member of the founding team, Sun Yonghui, expresses the company philosophy thus: "We are committed to helping people around us succeed in their career and live a happy life..." It is this commitment that has shaped the unique management and organization of CVTE. The key positions are filled from a shortlist of candidates following a selection process in which all CVTE employees are involved to some extent and at some point. The company's unusual approach extends into product development and business development, growth and expansion. CVTE operates an internal incubation mechanism, under which more and more new businesses have emerged or developed. After the company's listing, the senior management team came under increasing pressure to sustain rapid growth. Given the limited growth space for traditional businesses, CVTE pursued new growth by continuously incubating new businesses, which placed higher demands on human capital. However, due to the uncertainty of profitability, new businesses often struggled to attract talent-specially sales personnel-unlike traditional businesses which had secured stable markets and enjoyed steady growth. Moreover, despite substantial initial investments, new businesses struggled to be profitable in the early stages. In addition, larger investment

US-based Chinese Children Adoption International (CCAI), founded in 1992, was the world's largest agency dedicated to providing adoption services to abandoned children living in Chinese social welfare institutions. By 2017, CCAI had found permanent homes in the United States for more than 12,000 orphaned children and children with disabilities. However, the economic, social, legal, and political environments in China were changing. The number of abandoned children in the Chinese mainland was gradually decreasing, while the number of children with disabilities seeking a foreign adoption was constantly increasing. The founders were determined to apply their experiences, resources, and influence to charitable work, while continuing to pursue the cause of international adoptions. What should they do to help maintain CCAI’s sustainable development?

US-based Chinese Children Adoption International (CCAI), founded in 1992, was the world's largest agency dedicated to providing adoption services to abandoned children living in Chinese social welfare institutions. By 2017, CCAI had found permanent homes in the United States for more than 12,000 orphaned children and children with disabilities. However, the economic, social, legal, and political environments in China were changing. The number of abandoned children in the Chinese mainland was gradually decreasing, while the number of children with disabilities seeking a foreign adoption was constantly increasing. The founders were determined to apply their experiences, resources, and influence to charitable work, while continuing to pursue the cause of international adoptions. What should they do to help maintain CCAI's sustainable development?

Audi has taken the lead in sales and dominated the luxury car market at the beginning of its entry in China. During the second stage (2001-2011), the localization of true Audi standard has experienced a shallow-to-deep and easy-to-difficult process. Moreover, FAW-Volkswagen reforms the marketing channel and establishes independent sales network for Audi A6 to start top-grade brand strategy of Audi. This is also the period that a large number of international competitors began to enter and compete in Chinese markets. To outperform competitors, Audi adopted such-called "localization of the whole value chain" strategy, i.e., realizing localization in product R&D, procurement, production, marketing and other links. The strategy allowed the quality to be more stable and the cost to be reduced effectively. With this strategy, by 2012, Audi became the most popular car brand, and its sales volume grew at the speed of 100,000 vehicles per year. Audi defines the concept and image of Chinese "luxury car" in a real sense and an all-around manner.

Audi is one of Germany's great automobile manufacturers that have the longest history. Its principle of adhering to high-tech level, high-quality standards and high-powered criteria has led the Audi brand to becoming the landmark among the most notable luxury cars. Audi's history in China can be traced back to 1988, when FAW and Audi signed the "Technology Transfer License Contract on the Production of Audi FAW". In 1991, FAW-Volkswagen Automotive Co., Ltd. (hereinafter referred to as FAW-Volkswagen) was founded. With 25 years of development, FAW-Volkswagen has set up three bases in the cities of Changchun, Chengdu and Foshan, which are respectively located in the Northeast, Southwest and South of China, as well as seven large-scale plants that are specialized in production. Audi is the first luxury car brand stepping into the Chinese market. Over the past 30 years, it has made remarkable achievements. The FAW-Volkswagen Audi "trilogy" case has described Audi's development history in China, and the situation as well as the strategies of FAW-Volkswagen Audi during three stages. The first stage (1987-2000) of development for FAW-Volkswagen Audi in China has laid a foundation for its leading position among luxury car brands. The case describes the founding of joint ventures, the conflicts among partners, and the strategies adopted to initiate and lead Chinese luxury car industry, all of which are very typical for most foreign entrants into Chinese markets during the beginning of China's 'opening up'.

In the second stage of development (2001-2011), FAW-Volkswagen Audi launched a strategy of "localization of the whole value chain", i.e., realizing localization in product R&D, procurement, production, marketing and other links. The strategy allowed the quality to be more stable and the cost to be reduced effectively. In terms of product category, FAW-Volkswagen Audi has been keeping in step with Chinese consumers' habits and constantly introducing new localized models. In terms of brand construction, FAW-Volkswagen Audi put forward three core values: honorable, enterprising and dynamic, communicated Audi's brand image to consumers from product quality to marketing model and after-sales service through various ways. By virtue of the successful strategy and the employees' efforts, FAW-Volkswagen Audi has obtained overall advantages in whole industrial chain, defining the concept and image of Chinese "luxury car" in a real sense and an all-around manner. However, after 2012, new changes occurred in the overall industry environment. While FAW-Volkswagen Audi still ranked the first in Chinese luxury car market, the gap between it and the followers is shrinking; the consumers have transformed from the previous herd mentality and concern to basic functions to pursuit of individuation and differentiation; from 1987 to 2012, there have always been a lot of government and high-end business people who favored Audi A6L. Though Audi has launched a number of personalized and youthful products and expanded its product line, a deep impression of Audi as 'official car' still remains in the minds of most consumers. What is more, some new potential rivals, such as new energy car and Internet car, keep on emerging in Chinese market. In this condition, how would FAW-Volkswagen Audi deal with the challenges? This case describes the challenges and Audi's strategic choices at the gate of new era.

Founded in 1983, China Nonferrous Metal Mining (Group) Co., Ltd. ("CNMC") is one of the earliest and largest global Chinese nonferrous metal industrial enterprises. It has investments and projects in 27 countries and trade networks in nearly 100 countries with a particular focus in Africa. CNMC has been exploiting mineral resources in Zambia since 1998, becoming one of the most important copper industry enterprises in the country. In 2013, CNMC was included in the Fortune Global 500 for the first time, ranking 482nd with operating revenues of 24 billion USD. In 2015, CNMC ranked 390th among the Fortune Global 500. CNMC has been actively committed to becoming a bellwether of "going global" among Chinese enterprises, making great contribution to Africa by promoting mutually beneficial cooperation. Confronted with intensifying competition in China and overseas, CNMC leaders look to the future and endeavor to further develop African businesses, to strengthen CNMC's overall competitiveness, and to fulfill sustainable development, on the basis of its international expansion strategy.

Founded in 1892, Nanjing Gulou Hospital, is one of the earliest western medical hospitals in China. It was founded by Dr. William Edward Macklin, M.D., Disciples (Canada) Mission to China, with the assistance of Prof. Frank Eugene Meigs, the Curch of Christ (USA), and the local Nanjing community. At its early stage of establishment, the hospital took "Love, Kindness and Public Service" as its philosophy and "No prejudice to patients as the first priority", proposed by Macklin, as an aspiration. However, due to the uneven distribution of medical resources, neglect of humanities in China's medical education, among other reasons, Chinese public hospitals showed a lack of human concern over a long period of time. In 2004, the president of Gulou Hospital, Ding Yitao, took humanism as a breakthrough point, and first proposed the missing of honoring the hospital's heritage of humanism and building the best humanistic hospital. At a high level, the strategic transformation is implemented along three dimensions: building a memorial hall to honor the heritage of humanistic spirit of Gulou Hospital, launching an expansion project for the hospital that improves availability and quality of health care, as well as transforming hospital management, operation and performance evaluation that stimulate the cultural consciousness of all employees and create a humanistic hospital. Since Gulou Hospital embarked on the journal to build the best humanistic hospital in China, it has generated positive results in terms of patient attraction and satisfaction level. Gulou Hospital has become an exemplar of modern, humanistic hospital in China and received many awards. However, going forward, the hospital faces mounting challenges. How to further deepening the reform and engage all employees? Will Gulou Hospital's core competency sustain into the future and continues to enable the hospital to gain a strong foothold in the increasingly crowded healthcare market?

Established in 1994, the Tsinghua Science Park ("TusPark") is one of the earliest university science parks in China and was rated the first A-class university science park by the Ministry of Science and Technology and the Ministry of Education. The main functions of TusPark are to promote regional independent innovation, build a university-industry cooperation platform, facilitate the commercialization of research achievements, and incubate start-up enterprises. Today, TusPark hosts about 550 enterprises, including 380 technology companies. These enterprises have created total sales revenue of over RMB 4 billion, and together, they apply for more than 2,000 intellectual property rights each year. Despite these remarkable achievements, Mei Meng and his team are looking further into the future. As China is transitioning from a manufacturing-based economy to an innovation and entrepreneurship-driven economy, there is an enormous opportunity for TusPark to play an important role in this transition. Nevertheless, changes in the external environment also prompted TusPark to adjust its development strategy accordingly, and the question is, how?

Established in 1958, Xinhua Hospital Affiliated to Shanghai Jiao Tong University School of Medicine (hereafter referred to as "Xinhua Hospital") is an integrated modern teaching and research hospital with a comprehensive set of disciplines and a specialization in paediatrics. Xinhua Hospital currently has 1,586 beds, 47 clinical departments and 66 specialties. It has three National Key Disciplines, one Shanghai Key Discipline, five Shanghai Jiao Tong University School of Medicine Key Disciplines, one Ministry of Education Key Laboratory (MOE-Shanghai Key Laboratory of Children's Environmental Health), and two of Shanghai clinical centres, respectively. In 2005, Xinhua Hospital co-founded Shanghai Xinhua Hospital Group with Shanghai Children's Medical Centre Affiliated to Shanghai Jiao Tong University School of Medicine, No.3 People's Hospital Affiliated to Shanghai Jiao Tong University School of Medicine, Chongmingbao Town People's Hospital, and Xinhua Hospital Chongming Branch. Under the arrangement, members remain as stand-alone legal entities, and are financially and operationally independent. Since 2007, Xinhua Hospital has been importing talent to lead its disciplinary development and enhancing its management through informatization development. In 2011, the hospital had 3,400 employees and its number of accident & emergency unit patients reached 3.3 million, the highest in Shanghai; it treated 69,000 inpatients and undertook 41,000 operations. Xinhua Hospital is a large Class 3A (the highest grade in China) public hospital. The focus of this case study is to understand how was it able to implement an EMR-centered (electronic medical records, also known as electronic patient records or electronic health records) information system within its complicated, traditional organizational structure.