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This is part of a case series. This series describes the saga of an eventful relationship between a large global corporation based in Europe (UK) and a partner (licences and joint venture) in South Korea. It explores the many issues raised in such partnerships, and the role of people in handling them. It illustrates the need to develop a long term view, and cultural competence, in managing partnerships across distant countries and cultures. The case illustrates how objectives and methods are sources of conflict in partnerships when the 'people' dimension is not accounted for. It raises questions about strategic choices for the future.