Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IBS Center for Management Research
Length: 16 pages
Data source: Published sources
Abstract
China-based Haier Group (Haier), the world's largest home appliance brand, recorded revenues of USD32.6 billion and profit of USD2.40 billion in 2014. Haier, which began as a small refrigerator manufacturer based in Qingdao, Eastern China, had grown into a renowned global brand due to its commitment to high quality and focus on open innovation. The case focuses on the innovative business model at Haier. It explores in depth the strategies the company adopted at different times to adapt to new challenges in the market. Haier, under the leadership of Zhang Ruimin, shifted gears from a quality focus to customer centric innovation to ZZJYTs. In 2013, the company again announced plans to incorporate internet networking as a part of the organization. The management style followed within the company evolved from an autocratic to a democratic one. An analysis of the case will lead to discussions on the skills or competencies that the company generated over time which made it possible for Haier to adapt to new organizational structures.
Location:
Industry:
Size:
Large
Other setting(s):
1984-2015
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IBS Center for Management Research
Length: 6 pages
Data source: Published sources
About
Abstract
China-based Haier Group (Haier), the world's largest home appliance brand, recorded revenues of USD32.6 billion and profit of USD2.40 billion in 2014. Haier, which began as a small refrigerator manufacturer based in Qingdao, Eastern China, had grown into a renowned global brand due to its commitment to high quality and focus on open innovation. The case focuses on the innovative business model at Haier. It explores in depth the strategies the company adopted at different times to adapt to new challenges in the market. Haier, under the leadership of Zhang Ruimin, shifted gears from a quality focus to customer centric innovation to ZZJYTs. In 2013, the company again announced plans to incorporate internet networking as a part of the organization. The management style followed within the company evolved from an autocratic to a democratic one. An analysis of the case will lead to discussions on the skills or competencies that the company generated over time which made it possible for Haier to adapt to new organizational structures.
Settings
Location:
Industry:
Size:
Large
Other setting(s):
1984-2015
Related
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IBS Center for Management Research
Length: 6 pages
Data source: Published sources