Publications
Publications
- March 2005 (Revised March 2006)
- HBS Case Collection
Sealed Air Taiwan (A) (Abridged)
By: Lynn S. Paine
Abstract
The general manager for U.S.-based Sealed Air Corp.'s Taiwan subsidiary must decide how to improve productivity and achieve profitability. In addition to considering a new approach to compensation, he is wondering how to bridge the gap between Sealed Air's corporate culture and local business practices in Taiwan. A particular problematic practice is the local use of "tea money."
Keywords
Organizational Culture; Organizational Change and Adaptation; Cross-Cultural and Cross-Border Issues; Relationships; Service Operations; Motivation and Incentives; Management Skills; Compensation and Benefits; Taiwan; United States
Citation
Paine, Lynn S. "Sealed Air Taiwan (A) (Abridged)." Harvard Business School Case 305-094, March 2005. (Revised March 2006.)