Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 23 March 2006
Length: 8 pages
Data source: Field research
Abstract
The general manager for US-based Sealed Air Corp's Taiwan subsidiary must decide how to improve productivity and achieve profitability. In addition to considering a new approach to compensation, he is wondering how to bridge the gap between Sealed Air's corporate culture and local business practices in Taiwan. A particular problematic practice is the local use of 'tea money'.
Location:
Industry:
Size:
USD2-3 million revenues, 30 employees
Other setting(s):
1997
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 23 March 2006
Length: 15 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 17 April 2001
Length: 2 pages
Data source: Field research
About
Abstract
The general manager for US-based Sealed Air Corp's Taiwan subsidiary must decide how to improve productivity and achieve profitability. In addition to considering a new approach to compensation, he is wondering how to bridge the gap between Sealed Air's corporate culture and local business practices in Taiwan. A particular problematic practice is the local use of 'tea money'.
Settings
Location:
Industry:
Size:
USD2-3 million revenues, 30 employees
Other setting(s):
1997
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 23 March 2006
Length: 15 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 17 April 2001
Length: 2 pages
Data source: Field research