This book is about the ethical issues arising in the course of business, especially those affecting people working in Asia. Each chapter offers a different perspective and the positions taken vary greatly from one writer to another. This book has been produced under the auspices of the University of Hong Kong's Centre for the Study of Business Values and the various perspectives within this volume well reflect the variety of viewpoints expressed by people who participate in the Centre's activities. It is intended to be read by business people and business students alike and would fit well into international business courses anywhere in the world. East Asia is a particular focus of many of the chapters but global ecological concerns are also addressed.

If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.

The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them.

First published in 1999, this volume provides an overview of company laws in South East Asia, North East Asia and the Pacific. The chapters adopt a standard format to allow for comparisons to be made as well as highlighting key features of company laws in each jurisdiction. The contributors are experts in their fields and present practical and policy related insights. The book also contains some useful overviews of company law themes in Asia.

Vols. for 1934-53 issued in 2 pts.: pt.1. Individual income tax returns, estate tax returns, gift tax returns (varies); pt.2. Corporation income tax returns and personal holding company returns. 1954- issued in 4 pts.: Corporation income tax returns; Estate tax returns; Fiduciary income tax returns; Individual income tax returns.

Volume contains: (Razauckas v. N.Y. Dugan Bros., Inc.) (Razauckas v. N.Y. Dugan Bros., Inc.) (Razauckas v. N.Y. Dugan Bros., Inc.) (Razauckas v. N.Y. Dugan Bros., Inc.) (Reichman v. Compagne Generale Transatlantique) (Reichman v. Compagne Generale Transatlantique) (Reiser v. Metropolitan Life Ins. Co.) (Reiser v. Metropolitan Life Ins. Co.) (Reiser v. Metropolitan Life Ins. Co.) (Matter of Ricker v. Village of Hempstead) (Matter of Ricker v. Village of Hempstead) (Matter of Ricker v. Village of Hempstead) (Matter of Riggi) (Matter of Riggi) (Rockland Light & Power Co. v. City of N.Y.) (Rockland Light & Power Co. v. City of N.Y.) (Rockland Light & Power Co. v. City of N.Y.) (Matter of Rodriguez v. N.Y. Dock Co.) (Matter of Rodriguez v. N.Y. Dock Co.) (Matter of Rodriguez v. N.Y. Dock Co.) (Matter of Rodriguez v. N.Y. Dock Co.)

A Washington Post Bestseller Three Principles for Managing—and Avoiding—the Problems of Growth Why is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers. But when Bain & Company’s Chris Zook and James Allen, authors of the bestselling Profit from the Core, researched this question, they found that when companies fail to achieve their growth targets, 90 percent of the time the root causes are internal, not external—increasing distance from the front lines, loss of accountability, proliferating processes and bureaucracy, to name only a few. What’s more, companies experience a set of predictable internal crises, at predictable stages, as they grow. Even for healthy companies, these crises, if not managed properly, stifle the ability to grow further—and can actively lead to decline. The key insight from Zook and Allen’s research is that managing these choke points requires a “founder’s mentality”—behaviors typically embodied by a bold, ambitious founder—to restore speed, focus, and connection to customers: • An insurgent’s clear mission and purpose • An unambiguous owner mindset • A relentless obsession with the front line Based on the authors’ decade-long study of companies in more than forty countries, The Founder’s Mentality demonstrates the strong relationship between these three traits in companies of all kinds—not just start-ups—and their ability to sustain performance. Through rich analysis and inspiring examples, this book shows how any leader—not only a founder—can instill and leverage a founder’s mentality throughout their organization and find lasting, profitable growth.