Founded in 1974, C. K. Yeung Worldwide Ltd. became one of the largest metal traders in Hong Kong in the 1980s. Looks at how the beliefs of its CEO, Joseph Yeung, in honest behavior and Chinese cultural philosophy influenced his management style and made him a successful business leader and entrepreneur.

The worldwide Severe Acute Respiratory Syndrome (SARS) epidemic could be traced back to an outbreak of atypical pneumonia in Guangdong Province, China in late 2002. In February 2003, this disease spread to Hong Kong with devastating results. Of the 1,755 people who were infected, 299 died. The senior management at Hong Kong's Queen Mary Hospital managed the SARS crisis by adopting effective infection control measures. They also implemented strategies in gaining employees' trust and co-operation amidst a growing public hysteria caused by severe hospital outbreaks and rising death tolls. They showed wisdom, integrity, and strong leadership during the crisis management.

Looks into the success factors in implementing a continuous quality improvement (CQI) initiative in a project called Pre-Operative Skin Preparation: Shaving and Pre-Operative Baths at Queen Mary Hospital (QMH) in Hong Kong. Using focus, analyze, develop, and execute (FADE) as a CQI model, the CQI unit's skin preparation project achieved the CQI objectives. The CQI unit's intention is to administer the same CQI model in other areas, one of which is the Food Wastage Minimization project. A critical factor in the implementation is how should the CQI unit move forward with other changes using CQI? How should the CQI unit respond to organizational resistance and managing professionals through change? The unit also has to consider where and how to collect data in determining areas for CQI application. What are the key elements to be considered to achieve the cooperation of everyone at QMH, or at least of critical decision makers?

In April 1997, Tristan & America, an apparel retail company based in Montreal, was considering the purchase of StaffWorks, an automated labor-scheduling system marketed by Campbell Software. The M.I.S. director of Tristan & America, was concerned about whether StaffWorks fit his company's need, how the software related to other information systems currently used by the company, and what constituted a good scheduling package. This case illustrates the use of decision support systems (particularly the scheduling system) and store traffic data in retail management. It also describes the considerations in scheduling retail store staff and the complexities of organizational buying in the retail context.