Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 18 August 1998
Length: 14 pages
Data source: Field research
Share a link:
https://casecent.re/p/44214
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
An independent consultant from the United States must decide what to do when faced with his client's apparent violation of an agreement with a third party. The consultant is American, the client is a Chinese real estate developer, and the third party is a French construction company. The case traces the development and tensions in a set of relationships fraught with cross-cultural confusion. The consultant must interpret the parties' agreement and decide whether loyalty to the client or a principle of transparency takes priority.
Locations:
Industries:
Size:
USD150 million revenues
Other setting(s):
1996-1997
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 18 August 1998
Length: 3 pages
Data source: Field research
About
Abstract
An independent consultant from the United States must decide what to do when faced with his client's apparent violation of an agreement with a third party. The consultant is American, the client is a Chinese real estate developer, and the third party is a French construction company. The case traces the development and tensions in a set of relationships fraught with cross-cultural confusion. The consultant must interpret the parties' agreement and decide whether loyalty to the client or a principle of transparency takes priority.
Settings
Locations:
Industries:
Size:
USD150 million revenues
Other setting(s):
1996-1997
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 18 August 1998
Length: 3 pages
Data source: Field research