Managing business in the international business environment is quite daunting. The explanation for this observation is that there is a variation in factors of management in diverse business environments. Different business environments have diverse business cultures that must be mastered and adhered to by any manager who wants to manage a business successfully in the environment (Luthans, Doh & Hodgetts, 2012). Several points can be attributed to the failure of Justin to sustain the performance of the company in the Asian Pacific region, in spite of having successfully steered the performance of the company in the United States. One thing that comes out is that Justin has worked in the United States in his entire carrier and his appointment as the vice president of one of the divisions of the company in the Asian Pacific region was one of his international tasks in business management. This task involved managing in a different business culture from the business culture that he was used to. It should be noted that the United States business culture in which Justin came from is quite different from the business culture in the Asia Pacific region where Justin was posted. Heading a new business venture in a new business environment is a comprehensive task. It entails the study and understanding of the models and attributes of management that are embraced in the new environment (Steers, Sánchez-Runde & Nardon, 2010). As soon as he entered the region, Justin implemented radical measures to turn around the performance of the company’s division in the region, just as he had done with the company’s division in the United States. This was a radical action that only paid off in the short run as the company recorded an improvement in its performance in the first and second quarters under his tenure. The radical changes that were implemented by Justin did not match with the culture of management in the Asian Pacific region as it is later manifested in the dissatisfaction and demotivation of the employees of the company, resulting in an increased rate of employee turnover in the company. The changes, which imply new strategies of management, can be termed as unsustainable due to their incompatibility with the managerial culture of the Asian Pacific region. Justin did not take time to learn and adjust to the new culture of management after he was appointed as the new vice president in charge of Compcorp’s division in the Asian Pacific region (Luthans, Doh & Hodgetts, 2012). The changes in the management strategy, which implied the change in the culture and attributes of management in the new environment, could only work for a limited period of time. However, the employees later fell out with the strategy of management later after learning the difference in the style of leadership that was introduced by Justin and what they were used to. This explains why the top managers in the organization’s division in the Asian Pacific region left, thereby creating a managerial vacuum in the company. The performance of the company could not be sustained. What Compcorp ought to have done to enhance prospects for Justin’s successful performance The failure of Justin in managing the company’s division can be partly blamed on the management of the mother company in the United States. The realization of the fact that managing in the international environment is complex warrants the attention of executives who seek to use expatriates in managing business. Companies are, thus, required to establish and enhance training programs on international management prior to the discharge of expatriates for foreign assignments (Luthans, Doh & Hodge