Document Type
Journal Article
Abstract
This case examines how a big four consulting firm reviewed the performance of two of its Asian practices. It explores how the review was conducted, the findings, and how the outcomes were communicated. It reveals the challenges faced by Western managers in telling Eastern managers they need to improve their performance. The case is about cross cultural management and organisational structure and control. It offers a fascinating insight into the Board Room of one of the world's leading consulting firms.
RIS ID
12553
COinS