個案總覽

Follows the experience of an American exchange student studying in Spain, as he embarks on a co-op work assignment with a major international manufacturing company. This supplement is the third part of a case series that is used to help prepare North American undergraduate business students for international exchange programs. Supplement to The European Experience (A), product 9B02C031, and European Experience (B), product 9B02C031.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

In 1992, a corruption investigation and two assassinations created a crisis that prompted the Italian government to dispatch 7,000 troops to Sicily to "retake the island" from the Mafia. This case examines the crisis and the efforts of both the Italian state and the city of Palermo to deal with it. Also explicitly contrasts two development theories in an attempt to explain the economic problems of the South: one cultural (proposed by Robert Putnam); the other political (contained in the writings of Samuel Huntington, Sidney Tarrow, and Simona Piattoni). A rewritten version of an earlier case.

Supplements the case.

The two companies started in 1995 to develop a new breakthrough technology for converting iron ore into pure iron. The project was extremely challenging because of complexity (a three-way joint venture involving three countries) and uncertainty (new technology posing unforeseeable complications). The case describes the difficulties to make the technology work.

After making some disturbing discoveries about the financial activities of his partner, a restaurant general manager makes some decisions during his partner's vacation. The partner would soon be returning and the general manager wonders how to proceed. Supplement to Graham Stewart - General Manager (A), product 9B02C028.

A restaurant general manager meets with his partner to present his findings about some questionable business activities. The partner accuses the general manager of meddling in his affairs and angrily departs. The general manager wonders what to do now. This is a supplement to Graham Stewart - General Manager (A), product 9B02C028 and Graham Stewart - General Manager (B), product 9B02C029.

In late 1999, India's second largest tea company, Tata Tea, is faced with a highly competitive home market that is about to become more so as impending deregulation takes effect. The company is thus contemplating internationalisation. Tata Tea is grappling with the decision of how to internationalise. It can choose to build its own international brand or, take the opportunity of buying Tetley Tea, the world¿s second largest tea brand, which has recently been put up for sale. Should Tata Tea build its own brand or buy Tetley. If the decision is to buy, how much should they offer?

This case frames a common business situation in which the protagonist (in this case a commercial lender who has made a mistake which might cost him his job) is faced with making a decision for which no outcome is desirable.

In its first two years as a direct-response retail bank in Canada, ING Bank of Canada attracted more than 160,000 customers and assets of $1.6 million. Several other direct banks have entered the marketplace with similar services, and the management team needs to consider the company's next strategic move. The team must decide whether to recommend an alliance that would place ING automated banking machines in Canadian Tire stores nationwide.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Following from "Metalclad In Mexico (A)," this case details two parallel processes. The first traces the process by which Metalclad, a small California company, ultimately wins a NAFTA dispute settlement process judgment against Mexico for illegal expropriation of the company's property in the state of San Luis Potosi. Second, the case discusses the problems that led to the company's failed investment in a second waste disposal facility, this time in the state of Aguascalientes. With this last failure, Metalclad sold its assets and left Mexico. .

Supplements the (A) case.

Supplements the (A) case.