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Abstract

Michelin Group had a unique personnel management system, which emphasized long-term commitments between the company and employees. Due to its successful career management system. Michelin employees were given enough opportunities to demonstrate their potentials. Michelin considered this a key to its long-run success. Michelin Group acquired several State-owned Enterprises in China to benefit from the fast-growing Chinese tire market. However, it is a big challenge to transplant Michelin's personnel model into China. How should the Company manage the significant cultural difference? This case illustrates the importance of achieving a balance between globalization and localization in human resource management in the process of global expansion.

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Abstract

Michelin Group had a unique personnel management system, which emphasized long-term commitments between the company and employees. Due to its successful career management system. Michelin employees were given enough opportunities to demonstrate their potentials. Michelin considered this a key to its long-run success. Michelin Group acquired several State-owned Enterprises in China to benefit from the fast-growing Chinese tire market. However, it is a big challenge to transplant Michelin's personnel model into China. How should the Company manage the significant cultural difference? This case illustrates the importance of achieving a balance between globalization and localization in human resource management in the process of global expansion.

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