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Negotiating for Success in Asia: Adapting to a Multipolar World
Stephen Grainger; Per HintzeCase IVEY-9B19M015-EEntrepreneurship, StrategyAn executive at a North American-based multinational company contacted an old friend and former business associate in Indonesia in hopes of collaborating with him to purchase Asian software companies. After several emails, the two disagreed and disengaged. The North American declined the Indonesian’s advice to invest time in developing the relationships required to access this market. Three months later, after realizing he had closed the door on ...Starting at €8.20
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Don't Integrate Your Acquisitions, Partner with Them (Spanish version)
Kale, Prashant; Singh, Harbir; Raman, Anand P.Article HBS-R0912MStrategyA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Starting at €8.20
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Forty Chinese Police to Five-Star Bali Conference: Scam
Stephen GraingerCase IVEY-9B17M024-EEntrepreneurship, StrategyIn 2012, a real estate entrepreneur and his long-time friend and former neighbour, a police director, had enjoyed the profits of guanxi—a bilateral flow of personal favours—for many years. The use of guanxi in China had long been a core component of successful and sometimes illegal business. However, China’s new president had recently created a tough anti-corruption Disciplinary Committee. As a result, many respected citizens who had previously p...Starting at €8.20
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Roaring Dragon Hotel: A Second Attempt at Modernization
Stephen GraingerCase IVEY-9B12C055-EEntrepreneurship, Leadership and People Management, StrategyThe Roaring Dragon Hotel (RDH), a Chinese state-owned enterprise (SOE), was under pressure to become a profit generating 5-star hotel due to the continued development of the Chinese market economy. As for many SOEs, the RDH was overstaffed, filled with archaic work practices, internal cliques, unsystematic production systems and a dysfunctional motivation system unrelated to performance. During modernization, a number of human resource management...Starting at €8.20
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Roaring Dragon Hotel: Problems Adapting to the Chinese Market Economy
Stephen GraingerCase IVEY-9B17C049-EEntrepreneurship, Leadership and People Management, StrategyBetween 1999 and 2017, the Roaring Dragon Hotel (RDH) evolved from a state-owned enterprise (SOE) into a modern, market-driven 5-star accommodation provider, experiencing a combination of market economy and privatization forces. Its initial operations under the new status progressed from the poor performance and management practices of China’s planned economy to a portfolio of operational and strategic reforms that saw it become semi-privatized i...Starting at €8.20
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Leadership Lessons from India
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelArticle HBS-R1003G-ELeadership and People ManagementUntil recently India was seen by Western businesses primarily as a source of cheap, low-skill labor. But over the past decade the country has attracted a flood of high-skill jobs from the West. Meanwhile, India's economy has grown at roughly 9% a year, and some of its largest companies have grown at twice that rate. What accounts for this? A host of economic, policy, and other environmental factors have played important roles, but the authors asc...Starting at €8.20
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Learning from the India Way: Redefining Business Leadership
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelBook Chapter HBS-5822BC-EThe roaring success of Indian business in the last two decades points the world toward a different enterprise model than the one widely practiced in the U.S., with its emphasis on financial goals and shareholder value. Indeed, the global economic crisis of 2008-2009-widely viewed as being triggered by American excesses-has rekindled the debate about the proper role of personal gain and shareholder value in business affairs. In this chapter, autho...Starting at €8.20
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The Sri Lankan Health Crisis and the Middle Man
Stephen GraingerCase IVEY-9B16M117-EEntrepreneurship, StrategyIn 2015, many people in southwest Sri Lanka were experiencing severe health problems as a result of poor water sanitation, decaying pumps and pipes, and the resultant unsanitary water. With Sri Lanka’s dubious credit record and extremely poor economy, the country's government was unsure of how to raise the US$70 million that was required to build new sanitation plants and replace many aging pipes throughout the region. Would it have to accept the...Starting at €8.20
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Swine Flu Tour
Stephen GraingerCase IVEY-9B09C021-EEntrepreneurship, Leadership and People Management, StrategyAn Australian business professor has just arrived in China with a group of students, when one of the group members comes down with the H1N1 virus. The entire group is hospitalized or quarantined. The professor, who is also the tour director, must determine how to deal with the crisis, and quickly. This case is designed for use in a crisis management course, or in an early class in an international management course to illustrate the sorts of diff...Starting at €8.20
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Privatization of the Tiger Leaping Guest House in Nanjing, PRC
Stephen GraingerCase IVEY-9B10C029-EEntrepreneurshipThe Liang family, experienced family hoteliers in China, had to leave the mainland under the pressure of the forces of Chairman Mao and the Communist Party of China in 1949. They resettled in Taiwan, resumed their hospitality business and now, two generations later, have returned to Nanjing to find that their family’s old guest house has been allowed to run down and deteriorate as a Chinese state-owned enterprise (SoE). They repurchase the old gu...Starting at €8.20