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Wensli Silk: Succession and International Luxury Branding
Jean Lee; Rebecca Chung; An JingCase IVEY-9B16C023-EEntrepreneurship, Leadership and People Management, StrategyIn 2011, China-based Wensli Group’s newly appointed chairwoman was preparing to transform the company’s silk business into a global luxury brand. It was a lofty goal for a company that started out as a township silk factory before growing into the largest silk-producing company in China. Tapping into the luxury market, however, presented a challenge because Chinese companies were better known for producing cost-conscious products. That meant Wens...Starting at €8.20
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Goran Kapicic at Actavis China
Joo Yong LoweCase IVEY-9B13C001-ELeadership and People Management, StrategyThe managing director of a multinational company turns a loss-making business into a profit-making venture by using his unique brand of leadership to change the organizational culture and develop a responsible proactive attitude in his employees. Throughout this process, many difficult personnel decisions must be made, including the decision to remove some senior employees who resist the necessary changes.Once under the new leadership team, recru...Starting at €8.20
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Zhu Dandan (A): Promotions
Shaozhuang Ma; Virginia TrigoCase IVEY-9B13C002-ELeadership and People Management, StrategyThe generation born in China in the 1980s has become an important force in the country’s labour market. Members of this generation were the first to grow up in a market economy with daily access to the Internet, and are considered to have different work values than past generations. Also, most were born and raised in single-child families and generally demonstrate more individualistic behaviours and less willingness to follow the norms of previou...Starting at €8.20
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Huo's Group: A Professional Manager in a Family Firm in China
Ting Wang; Paul W. Beamish; Zhou Liman; Luo JingjingCase IVEY-9B14C009-EEntrepreneurship, Leadership and People Management, StrategyIn February 2012, a human resources appointment attracted wide attention from China's domestic lubricating oil industry. The iconic general manager of Shell Tongyi (Beijing) Petroleum Chemical Co., Ltd. officially took the position as the chief executive officer (CEO) of Huo's Group, thus returning to work for his former boss, the founder of the former Tongyi Lubricating Oil. Before the merger between Tongyi and Shell in 2006, the private entrepr...Starting at €8.20
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Succession in Chinese Family Businesses (A): Fotile and the Mao Family
Jean Lee; Rebecca Chung; An JingCase IVEY-9B15C020-EEntrepreneurship, Leadership and People Management, StrategyThe three cases in this series focus on two Chinese families’ experiences with entrepreneurship and succession. Because most family businesses in China are relatively young, these first-generation entrepreneurs use their own approach to identify and develop their successors, and to pass their “wealth” to their offspring in a context shaped by unique Chinese cultural elements. The role-play exercise that relates to the (C) case illustrates the cur...Starting at €8.20
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Recruiting for a Multinational Enterprise in China
Sarah Perchey; Diana E. KrauseCase IVEY-9B12C026-ELeadership and People Management, StrategyThe CEO of a multinational company wanted the new human resource team of their subsidiary in Guangzhou, China, to recruit and select 85 individuals for different positions throughout the company. These positions included finance managers, production managers, factory workers, secretaries, and interns. The members of the human resource team were highly diverse in terms of educational backgrounds (marketing, law, human resources, public relations, ...Starting at €8.20
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ReedTrek Manufacturing (A)
Jane M. Howell; Ken MarkCase IVEY-9B12C051-ELeadership and People Management, StrategyThe newly-promoted international operations director for ReedTrek Manufacturing, is trying to diagnose the issues at his company's under-performing China plant. While the operations director originally believed the loss-making operations suffered from technical issues, his visit to the plant suggests to him that there are leadership and management issues.Starting at €8.20
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Midea Group: Founder to CEO Succession
Ziqian (Stella) Zhao; Jean LeeCase IVEY-9B17C012-ELeadership and People ManagementMidea Group Co., Ltd. was a white goods empire built by its Chinese founder over several decades; consequently, the Midea brand led the home appliance industry in China. In August 2012, the 70-year-old founder and chairman retired as board chairman. The founder’s chosen successor was a 45-year-old professional manager and the former chairman and chief executive officer of one of Midea Group’s firms. This manager faced a grim situation as he took ...Starting at €8.20
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ReedTrek Manufacturing (B)
Jane M. Howell; Ken MarkCase IVEY-9B12C052-ELeadership and People Management, StrategyThis is a supplement to ReedTrek Manufacturing (A) 9B12C051.Starting at €5.74
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Roaring Dragon Hotel: A Second Attempt at Modernization
Stephen GraingerCase IVEY-9B12C055-EEntrepreneurship, Leadership and People Management, StrategyThe Roaring Dragon Hotel (RDH), a Chinese state-owned enterprise (SOE), was under pressure to become a profit generating 5-star hotel due to the continued development of the Chinese market economy. As for many SOEs, the RDH was overstaffed, filled with archaic work practices, internal cliques, unsystematic production systems and a dysfunctional motivation system unrelated to performance. During modernization, a number of human resource management...Starting at €8.20