1. Taubman Centers Inc. (TCO) is the owner, manager, and/or lessor of regional, super-regional, and outlet shopping centers in the United States and Asia. They are looking to extend their expertise to booming markets in China and South Korea. Assuming they wanted to break into the Singapore, what international expansion strategies might they have relative to Jurong Point?

2. Assuming Taubman was to purchase Jurong Point, what legal and cultural issues must they address in order to facilitate a smooth ownership transition?

3. Given your answer to question 2, what global staffing issues would Taubman have to immediately address? Longer-term issues?

4. Human resources play a critical role in Jurong Point's competitive strategy. What HR functions does the small HR staff focus on?Why?

5. Jurong Point's HR staff outsources some its functions to its tenants. What are those functions, and how does this HR strategy fit Jurong Point's generic strategy?

6. Organizational culture seems to be a distinctive competency for Jurong Point. What is their culture, and what HR policies nurture that culture? How might this culture change if Jurong Point were acquired by Taubman?