This case study considers funding options for business growth, ways to improve bank loan applications, and steps entrepreneurs can take before approaching potential sources of capital.
This case study examines a revised approach to distributing plant tags and considers its benefits and drawbacks for growers and seed companies.
This case study examines the cookie production process, ways to increase productivity, and the reasons for maintaining minimal inventories.
This case study examines Industrial Grinders’ decisions about steel and plastic rings, including inventory, production costs, pricing, and the profitability of alternative actions.
This historical case study examines Facebook’s technological opportunities and threats and its relationships with shareholders, government, customers, employees, and civil society organizations.
Introduction The $20 million Confined Aquatic Recovery Vehicle project had to be completed within the coming 10 months. Hence, the main issue was meeting the project deadline with many considerable portions of the software not fully developed. This situation presented the project manager with different alternatives: focus on software development, invest in hardware development, or re-evaluate the situation at the end of five months. In these situations, all possible solutions and outcomes have to be considered to evaluate each alternative separately. The optimal scenario will always be to minimize the total costs of project completion and maximize profit within the expected time.
This case study presents two analyses of Mountain Man Brewing Company’s proposed light beer launch, covering brand strategy, financial feasibility, and potential growth scenarios.
This case study examines reorganizing an office into a team, choosing team members, and balancing leadership authority with employee responsibility.
This case study discusses WTO rules concerning industrial policies, their effects on international trade, and their implications for developing countries.
This historical case study examines Hollywood’s international expansion, opportunities for independent movie producers, and responses to movie piracy.
Results orientation focuses on what a business wants to achieve. Process orientation focuses on how work is organized and completed. Understanding both approaches helps managers set meaningful goals, improve workflows, and assess performance without overlooking quality or employee support.
This case study considers workplace smoking policies, employee privacy, health insurance costs, and the responsibilities of employers and governments. The answers present the author’s views on these ethical and policy questions.
This collection examines seven organizational behavior case incidents, covering working conditions, job crafting, personality, incentives, group decisions, conflict, and organizational culture.
This historical case study examines child labor in Uzbekistan’s cotton industry, the rights involved, and the responsibilities of corporations and governments.
This historical case study examines the Siemens bribery scandal, focusing on individual and situational factors, corporate culture, moral framing, and responses to corruption.
This historical case study examines the challenges ICT firms face in protecting freedom of expression and privacy, alongside the role of the Global Network Initiative (GNI) in managing business ethics.
This case study examines Greenpeace’s Greenfreeze campaign, including its tactics, stakeholder relationships, collaborative approach, and role in spreading environmentally friendly technology.
This historical case study examines the ethical issues surrounding BP’s BTC pipeline project, including environmental risks, community impacts, governance, and corporate responsibility.
This historical case study examines business–government relations in the defence industry, focusing on the alleged BAE bribery scandal, stakeholder responsibilities, and responses to corruption.
This case study examines project learning and knowledge management in GPPS, focusing on knowledge sharing, organizational culture, barriers, and key success factors.
Knowledge management in an international construction company depends on people being willing and able to share what they know. Open communication, recognition, and useful contributions provide the foundation, supported by accessible information, clear responsibilities, and opportunities to apply lessons across projects.
Transferring valve production from Japan to Taiwan involves more than moving equipment and sending instructions. The receiving team also needs to understand the experience, routines, and judgment behind the production process. This mini-case examines barriers to knowledge transfer and how the SECI model can help explain organizational learning.
This case study examines communication and conflict between U.S. and German project teams. It considers how different reporting preferences, product changes, information requests, and working hours can affect cooperation—and how an agreed communication system can help.
When a project starts badly, the team needs to understand what went wrong and agree on what to do next. This mini-case examines how a facilitator can help clarify objectives, resolve disagreements, and turn a difficult beginning into a practical recovery plan.
When headquarters and project teams disagree about who “owns” the customer, the underlying issue is often unclear responsibility. This mini-case examines how a matrix approach, agreed decision rights, and coordinated communication can help resolve the conflict.
This mini-case examines mistrust between culturally different project teams. It explores how stereotypes and untested assumptions can turn misunderstandings into conflict, and how managers can rebuild cooperation through clearer communication and shared working agreements.
This mini-case examines why a project manager’s attempt to persuade Scandinavian team members was unsuccessful. It considers two connected issues: how the proposal was communicated and how the manager approached negotiation with the team.
This mini-case examines a misunderstanding between an American project manager and her Japanese team. It explores how independent problem-solving can be interpreted differently when colleagues have different expectations about communication, consultation, and relationship-building.
This case study examines how PACT supports international project teams and develops project management capability. It considers the value of experienced facilitators, the skills they need, and how their responsibilities differ from those of an international project manager.
This case study examines why a team leader struggled to manage an international project. It focuses on the consequences of imposing one management approach without sufficiently understanding the organizational cultures, communication needs, and working practices of the teams involved.
This mini-case examines leadership and motivation in an international purchasing project. Its central lesson is that schedules and procedures need to be supported by interpersonal skills, a shared purpose, and an understanding of the people carrying out the work.
This case study examines project monitoring and implementation in an international working environment. It focuses on supporting a culturally diverse workforce, recording issues, and using implementation experience to improve project planning.
This mini-case study examines how unclear contract terms and different expectations can create misunderstandings in international projects. It highlights the importance of defining scope, confirming decisions, and maintaining reliable project records.
This mini-case study examines the advantages of Product Data Management (PDM) in project control at EADS. It compares the coordination of product information and engineering changes with the performance measurement provided by earned value analysis.
This mini-case study examines a two-month delay in transferring production from Denmark to India. It explores the importance of local coordination, cultural awareness, and clear follow-up during international project implementation.
This case study examines the organization of project SA 2.0 and the importance of clear responsibilities. It considers how management support, integration, feedback, and consultation can help an international project work effectively.
This mini-case study examines how a Scandinavian customer was integrated into a project through dedicated professionals, clear responsibilities, regular meetings, and progress reports. It considers how these arrangements supported coordination and the customer relationship.
This mini-case study examines EADS Astrium's project structure and the suitability of a strong matrix organization for complex international projects. It considers how project authority and functional expertise can work together to support delivery.
This case study examines the planning challenges of a gaming project in Spain. It explores how language requirements, specialist recruitment, licensing, customs clearance, and staff availability affected implementation.
This mini-case study examines a central lesson in international project planning: successful delivery requires capable participants and effective coordination between people, systems, and business structures.
This mini-case study examines how earlier business analysis and preparation could have reduced the risk of an enterprise resource planning (ERP) rollout delay. It highlights the importance of understanding processes, involving stakeholders, and checking operational readiness.
This case study examines project risk identification and the preparation of a risk register. It considers how transparency, stakeholder trust, planning, training, quality, and external conditions could affect delivery.
This mini-case study examines the bribery risks facing a Japanese project manager working in Vietnam. It considers recurring payment demands, communication through local representatives, and the importance of clear ethical expectations and payment controls.
This mini-case study examines the risk response strategies used when establishing a shared service center in China. It focuses on active risk acceptance, contingency planning, and mitigation.
This mini-case study explores how brainstorming and a risk breakdown structure can support risk identification in a complex international construction project. The Panama Canal provides a setting for considering technical, environmental, workforce, and management uncertainties.
This case study examines how unclear expectations, defensive reporting, and uncontrolled software changes can prolong an international project. It also considers the challenge of combining formal project controls with relationship-based working practices.
This mini-case study examines frustration in a development project in the Philippines. It considers how stakeholder expectations, participation, scope discussions, and cultural differences can affect progress toward an agreed project direction.
This mini-case study examines stakeholder conflict at the beginning of a telecommunications project. It considers how competing technical priorities, unclear responsibilities, and different expectations can complicate project initiation.
This mini-case study examines the criteria used to organize the first tier of a work breakdown structure for R&D and production transfer. It compares a deliverables perspective with a project life-cycle perspective.
This case study applies the strategic management cycle to Raiffeisen International's Go East initiative. It connects environmental analysis, organizational capabilities, growth planning, budgets, implementation, and performance feedback.
This mini-case study examines Ericsson's project management maturity through benchmarking, continuous improvement, and competency development. It also considers the challenges of developing consistent project practices across a multinational organization.
This mini-case study considers the effectiveness of project management offices at BHP Billiton and LEGO. It focuses on how a PMO becomes integrated into its organization through expertise, collaboration, stakeholder support, and a clear mission.
This mini-case study examines programme management elements in the European Union's Sixth Framework Programme, known as FP6. It considers how strategic objectives, coordinated research, funding, evaluation, and international cooperation were connected.
This historical case study examines the management of an international avian influenza programme. It considers cross-border complexity, stakeholder coordination, preparedness, and the conditions needed to achieve sustainable results.
This mini-case study examines the characteristics that make One Laptop per Child an international initiative. It considers the locations involved, partnerships, government participation, suppliers, and the needs of the children and schools receiving the technology.
This historical case study examines the purpose, stakeholders, and risks of Tata Motors' projects. It focuses on the affordable-car opportunity described in the case and the challenges of coordinating suppliers, manufacturing locations, and market expectations.