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

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.

How much is Singapore affected by the Asian crisis? What is the future of Singapore, given the current difficulties of the region and beyond? Different perspectives are given, from very optimistic to some negative ones. It goes beyond the particularity or uniqueness, or singularity of Singapore, to look at the region.

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.

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.

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.

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 of the Bangchaek Thai Group is overwhelmed by the dramatic news propagated in the media about the region and its future. A very pessimistic assessment of the region is given, both by the press and television in the Asia Pacific region and by the international media.

A US general manager in Japan wishes to have a global management style, while his deputy objects to the manager.

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.