Product details

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Abstract

This is the condensed version of the second of a two-case series. Case B looks at how T&N bring a new management team, including for the first time a marketing director, in the hope of raising morale, improving market share and increasing productivity - all this in the wake of the Asian crisis. It traces the new management team's efforts to turn the joint venture around. It illustrates how objectives and methods are sources of conflict in partnerships when the human resources dimension is not accounted for. It raises questions about strategic choices for the future and explores the difficulties of managing cross-cultural relationships. Case A and B can be used as separate cases.
Location:
Size:
60 employees
Other setting(s):
1996-1998

About

Abstract

This is the condensed version of the second of a two-case series. Case B looks at how T&N bring a new management team, including for the first time a marketing director, in the hope of raising morale, improving market share and increasing productivity - all this in the wake of the Asian crisis. It traces the new management team's efforts to turn the joint venture around. It illustrates how objectives and methods are sources of conflict in partnerships when the human resources dimension is not accounted for. It raises questions about strategic choices for the future and explores the difficulties of managing cross-cultural relationships. Case A and B can be used as separate cases.

Settings

Location:
Size:
60 employees
Other setting(s):
1996-1998

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