Chemical Corporation of America (Chemco) is a US based oil chemical diversified corporation based in Houston, Texas. In 1994, the company’s presence in Asia Pacific was limited: 11% of sales and 4% of assets.

Following the Asian financial crisis, the General Manager of a diversified Malaysian Group finds his company in a dramatic financial situation. Yesterday very profitable, today he must take surgical measures if the company is to survive.

Chemical Corp. of America (Chemco), a US-based petrochemical corporation, has been building up its Asia-Pacific presence since 1994, culminating in the establishment of a regional headquarters in Singapore.

A Malaysian Corporation, pistons parts manufacturer and supplier to the national carmaker Proton, finds itself in receivership as its main bank refuses to roll over an overdue loan. What reasoning should the Board follow in making a decision about what to do? Several alternatives are possible, most of which will result in a loss of control to foreigners.

This case in Thailand introduces some of the ethical and moral dilemmas that can confront expatriate managers working in the Asia Pacific region.

The case - in the form of a letter from an Indonesian ethnic Chinese (currently exiled in Singapore) to his brother - gives a sense of what did happen in the spring of 1998 in Indonesia. It aims at discussing the problems faced by Chinese entrepreneurs and traders and their families in Indonesia, at a time of strong anti-Chinese feelings and behavior.

The chairman (ethnic Chinese) of a large, Sumatra-based pulp and paper company, is considering what to do to save his previously very successful business empire, which is now in a critical situation following the collapse of the Indonesian rupiah. The case explores different alternatives open to Benny to save the company from bankruptcy.

In describing the evolution of a US-Japanese joint venture between 1960-95, the cases illustrate the difficulties associated with the transfer of a strong culture and entrepreneurial practices from one country to another. They show how the partners resolve differences in management, organisation, culture, marketing, production, etc. in order to build a successful business in Japan.

This series of cases (A) (B) (C) is 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.

In describing the evolution of a US-Japanese joint venture between 1960-95, the cases illustrate the difficulties associated with the transfer of a strong culture and entrepreneurial practices from one country to another. They show how the partners resolve differences in management, organisation, culture, marketing, production, etc. in order to build a successful business in Japan.