A three-year-old Singapore based start-up, focused on manufacturing and marketing industrial renewable energy storage batteries, is planning to migrate from lab- scale production of storage batteries to industrial- scale production. The company's CEO is facing a major managerial dilemma. Should he outsource the manufacturing of batteries, should he manufacture batteries inhouse or should he take the joint venture (JV) route? The choices he makes in resolving this dilemma can make or break the business he has built so far.

Urban Spring is a successful social enterprise. Every day, people in Hong Kong buy around 2.5 million bottles of water. Until Urban Spring marketed its award-winning high tech Well井 water fountains, most plastic containers were sent to landfill, adding hazardous chemicals to the environment. Urban Spring's founder has made it his mission is to reduce the city's plastic waste and to encourage people to take a more sustainable approach to bottled water. By providing consumers with clean chilled water - free of charge, 24/7, Urban Spring has replaced more than 5.28 million plastic bottles, which would otherwise have been sent to landfill. Led by its CEO, Ada Yip, the Urban Spring design team created a fountain that is monitored remotely for hygiene, water quality, and data collection. Units are leased to corporations, hotels, schools and learning institutions. With its second-generation fountains ready for release, the company now needs to make crucial decisions about its future expansion and potential partnerships.

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.