The case describes the development of HRM practices in a joint venture established in 1991 near Budapest. It focuses on the role of HRM in changing the corporate culture to emphasise people and excellence in products and services in order to create a competitive company.

The case describes the development of HRM practices in a joint venture established in 1991 near Budapest. It focuses on the role of HRM in changing the corporate culture to emphasise people and excellence in products and services in order to create a competitive company.

The case involves a French-Polish joint venture established in 1991, located in Warsaw. It links issues of strategy, culture, and HRM by examining efforts to improve productivity and competitiveness through introducing the French parent’s HRM policy and practices.

The case describes the development of HRM practice in a German-Czech joint venture established in 1991, near Prague. In this JV, there was the explicit intention to create a "Learning Company" and to do so through "Integration versus domination". Issues are raised with regard to the challenges of creating a "shared management" approach.

The case involves a French-Polish joint venture established in 1991, located in Warsaw. It links issues of strategy, culture, and HRM by examining efforts to improve productivity and competitiveness through introducing the French parent's HRM policy and practices.

The case describes the development of HRM practice in a German-Czech joint venture established in 1991, near Prague. In this JV, there was the explicit intention to create a "Learning Company" and to do so through "Integration versus domination". Issues are raised with regard to the challenges of creating a "shared management" approach.

Describes a process of contract negotiation during which the negotiators have to come to terms with different ways of operating because of cultural differences.

Discusses several issues surrounding the introduction of a new level of French manager in the French subsidiary of a Japanese firm which, until then, had employed only Japanese managers.

Deals with bribery through the description of a number of incidents a young manager experiences when he first goes to work in North Africa.