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Andreas Weber was selected as a high potential in a large German bank early in his career, and was posted on an international assignment to the USA. Over time, he progressed swiftly in the New York office. When he and his wife decided to return home after several years, headquarters was not able to find a position for him back in Germany that was requisite with his experience and skills. The case ends with Andreas wondering what he should do.

VimpelCom is a Russian cellular operator that grew in less than 10 years (1992-2002) from a hypothetical concept, to small family-like company, to $2 billion NYSE-quoted corporation with 5.5 million subscribers on its wireless networks. This case study describes the perfect partnership between the two founders. One was the professor,Dr. Dimitry Zimin, formerly a department head at the Applied Radio Research Institute, and a cog in the Soviet machine. The other was Augie Fabela II, a very young, yet experienced, American entrepreneur. The case looks at their complementary leadership styles. It also tells the story of how they managed to capture a majority share of the market in Moscow and bring their company to the New York Stock Exchange.

Xerox has been developing and implementing knowledge management (KM) systems since 1996 and has continued to do so despite the company's hard times and KM's tarnished image following the dotcom bust. Xerox wagered that 'knowledge' was the natural, higher role for 'the document' in the workplace, and the bet is paying off. The case examines four KM projects: Eureka, its first and best knowledge management project; CodeX, the open- source software sharing platform; Angelo, the call-centre solution; and its consultancy, Xerox Connect.

In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.

A debate in a city council committee is described in which a 'rational' discussion of issues was overwhelmed not by political allegiances but by emotional issues of group identity and fairness. The case illustrates how such 'proxy debates' can arise, where the emotional issue is different from the theme that is officially discussed.

Technological and scientific innovation in recent years has opened up much research and development in relation to human cloning. Many early steps have been taken and further progress is anticipated for the coming decade. This case looks at the development of human cloning; the potential benefits and market potential of such innovation and the challenges the industry might expect to encounter going forward.

There are few industries in which the effects of technological innovation be seen as clearly as they can in the healthcare industry. Developments in devices, services and networks are in turn creating even more opportunities and innovation. This case looks specifically at developments in Stem Cell-related technologies, and the impact these might have on the treatment of certain diseases. With a particular focus on the treatment of diabetes, the case looks at the market potential of such innovations and the challenges the industry might expect to encounter going forward.

There are few industries in which the effects of technological innovation be seen as clearly as they can in the healthcare industry. Developments in devices, services and networks are in turn creating even more opportunities and innovation. This case looks specifically at developments in Artificial Intelligence technologies, and the impact these might have on the treatment of certain diseases. With a particular focus on the treatment of diabetes, the case looks at the market potential of such innovations and the challenges the industry might expect to encounter going forward.

KCC had just successfully completed a large IT system to support its Financials and HR, a major success for an organization that until 2001 was paralyzed by the mountain of IT tasks and targets ahead, spending £43 million annually on IT without clear returns. How did they achieve this?

Describes how a corporate entrepreneur shapes an internal growth venture within the company, mobilizes the resources that are needed to implement the venture, and achieves success. Complementing his entrepreneurial behavior, however, is the support that he receives from several senior managers in the firm. Allows a careful examination of the challenges for corporate entrepreneurship in a large multinational firm and the roles that senior executives have to play to support it.

Describes the founding of a fair trade coffee company. Asks participants to develop a business plan for the introduction of fairly traded Mexican coffee into the Dutch market.

Examines the key elements and principles behind Haier's performance management system and the organizational behavioral context in which it was implemented. Haier's performance management system constituted a significant competitive advantage and was a key factor in the company's transformation from a small, backward, collectively owned local company to the number five player in the global white goods industry. The strength of the case lies in the universality of the key principles behind Haier's management performance systems.

Discusses the product launch process at Logitech for a product in a new product category. Asks students to recommend target markets for introducing a (potentially) disruptive technology.

In April 2002, Venkatesh Tulluri, then strategy director of Rhodia's technical fibers division, announced to management that he wanted to engineer a spin-off and management buyout (MBO) of Kermel, a small company within Rhodia's portfolio. Kermel was a niche player in the specialty fiber market that had not been included in the ongoing company's asset divestment program. Investigates the evolution of the MBO process and the hurdles Tulluri has to overcome to give life to his endeavor.

Describes the leadership dilemmas facing the top management team of a leading Indian pharmaceutical company--the first in its industry to be listed on the NYSE. Much admired for its impressive growth, Dr. Reddy's stands at a crossroad. How much emphasis should it place on the legacy business of active pharmaceutical ingredients and generics that have brought the company its current stature, and how much should it focus on future business like specialty pharmaceuticals and discovering new chemical entities? The two represent different business models and straddling the strategy, organization, and human resources demands of each one is the challenge for Dr. Reddy's top team.

Hiram Phillips couldn't have been in better spirits. The CFO and chief administrative officer of Rainbarrel Products, a diversified consumer-durables manufacturer, Phillips felt he'd single-handedly turned the company's performance around. He'd been at Rainbarrel only a year, but the company's numbers had, according to his measures, already improved by leaps and bounds. Now the day had come for Hiram to share the positive results of his new performance management system with his colleagues. The corporate executive council was meeting, and even CEO Keith Randall was applauding the CFO's work. Everything looked positively rosy--until some questionable information began to trickle in from other meeting participants. It came to light, for instance, that R&D had developed a breakthrough product that was not being brought to market as quickly as it should have been--thanks to Hiram's inflexible budgeting process. An employee survey showed that workers were demoralized. And customers were complaining about Rainbarrel's service. The general message? The new performance metrics and incentives had indeed been affecting overall performance--but not for the better. Should Rainbarrel revisit its approach to performance management? In R0301A and R0301Z commentators Stephen Kaufman, a senior lecturer at Harvard Business School; compensation consultant Steven Gross; retired U.S. Navy vice admiral and management consultant Diego Hernandez; and Barry Leskin, a consultant and former chief learning officer for ChevronTexaco, offer their advice in this fictional case study.

Hiram Phillips couldn't have been in better spirits. The CFO and chief administrative officer of Rainbarrel Products, a diversified consumer-durables manufacturer, Phillips felt he'd single-handedly turned the company's performance around. He'd been at Rainbarrel only a year, but the company's numbers had, according to his measures, already improved by leaps and bounds. Now the day had come for Hiram to share the positive results of his new performance management system with his colleagues. The corporate executive council was meeting, and even CEO Keith Randall was applauding the CFO's work. Everything looked positively rosy--until some questionable information began to trickle in from other meeting participants. It came to light, for instance, that R&D had developed a breakthrough product that was not being brought to market as quickly as it should have been--thanks to Hiram's inflexible budgeting process. An employee survey showed that workers were demoralized. And customers were complaining about Rainbarrel's service. The general message? The new performance metrics and incentives had indeed been affecting overall performance--but not for the better. Should Rainbarrel revisit its approach to performance management? In R0301A and R0301Z, commentators Stephen Kaufman, a senior lecturer at Harvard Business School; compensation consultant Steven Gross; retired U.S. Navy vice admiral and management consultant Diego Hernandez; and Barry Leskin, a consultant and former chief learning officer for ChevronTexaco, offer their advice on this fictional case study.

Hiram Phillips couldn't have been in better spirits. The CFO and chief administrative officer of Rainbarrel Products, a diversified consumer-durables manufacturer, Phillips felt he'd single-handedly turned the company's performance around. He'd been at Rainbarrel only a year, but the company's numbers had, according to his measures, already improved by leaps and bounds. Now the day had come for Hiram to share the positive results of his new performance management system with his colleagues. The corporate executive council was meeting, and even CEO Keith Randall was applauding the CFO's work. Everything looked positively rosy--until some questionable information began to trickle in from other meeting participants. It came to light, for instance, that R&D had developed a breakthrough product that was not being brought to market as quickly as it should have been--thanks to Hiram's inflexible budgeting process. An employee survey showed that workers were demoralized. And customers were complaining about Rainbarrel's service. The general message? The new performance metrics and incentives had indeed been affecting overall performance--but not for the better. Should Rainbarrel revisit its approach to performance management? In R0301A and R0301Z, commentators Stephen Kaufman, a senior lecturer at Harvard Business School; compensation consultant Steven Gross; retired U.S. Navy vice admiral and management consultant Diego Hernandez; and Barry Leskin, a consultant and former chief learning officer for ChevronTexaco, offer their advice on this fictional case study.

Two-party integrative e-mail negotiation between a soccer star and her long-term representative over the terms of a potential new agency contract. It is the year 2030. Football (formerly referred to as "soccer" in the United States but now known as "football" worldwide) continues to be the most popular international sport. Women's football has surpassed men's football as the most attended, watched, and marketed sport in the world. Three years ago, in the 2027 Women's World Cup, a previously unknown Ghanaian forward named Ama Ata Fie emerged as one of the most prolific goal scorers in the world. Kofi Mwenchena, a Ghanaian sports agent, has represented Fie for the past six years, even before she surfaced as one of the world's most popular and successful football stars. Fie and Mwenchena signed an official contract six years ago, just before Fie was drafted to a Ghanaian club team. Mwenchena's contract with Fie has now expired, and the two have not yet been able to agree on terms of a potential new contract. International club rules state that official free agent negotiations begin in less than one week. Fie is still in Brazil completing some marketing obligations for Maccabi Wireless, while Mwenchena is back in Ghana to attend his brother's wedding ceremony, but he and Fie have agreed to try to finalize their contract negotiations via e-mail.

Best Western (BW) is striving for global brand leadership in the broad worldwide mid-scale lodging market. Management must decide how best to strategically position the Best Western brand in an increasingly competitive lodging environment. There is also the need to provide direction and connection to BW's affiliates and members worldwide to ensure that marketing and business success in different markets is not isolated and random. How to achieve this goal presents management with many organizational, marketing, and branding challenges.