Transitions Asia: Managing Across Cultures

Publication Type

Case

Publication Date

4-2013

Abstract

The director of an interim executive search firm, Chee Lung Tham, faced a clash of culture and management styles when his mainland Chinese client threatened to fire the American interim manager that Tham had assigned. The client, Wong Lung, ran a family-owned garment manufacturing business along with his younger brother, as well as his two overseas-educated children. While Wong needed the American manager's technology expertise, his own brother and his team of middle managers were showing resistance to the new changes. Meanwhile, the American manager found himself caught in the web of family and company politics, and completing his assignment without the cooperation of the middle management was impossible. How should Tham approach the conflict and bring all sides into a productive working relationship?

Keywords

Global business, Organizational culture

Discipline

Asian Studies | Human Resources Management | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

HBR Case Studies

Identifier

HBS-413099

Publisher

Harvard Business Publishing

Embargo Period

1-9-2017

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