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Building a global responsive organization: The case of the Haier group

Lookup NU author(s): Dr Xin Li

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Abstract

This chapter outlines the philosophic underpinnings of the self-management paradigm developed over the past three decades by China’s Haier Group, a global leader in white goods. The successful transformation of Haier from a small resource-poor firm to a dominant global giant is often attributed to the self-management culture established in the company by its legendary leader Zhang Ruimin. This management paradigm is a function of the humbleness displayed by Mr. Zhang Ruimin and rooted in his strong belief in the traditional Chinese philosophy of I-Ching and Daoism. We show how the hexagram of Qian (“qian”: humbleness, modesty) from I-Ching is linked to Mr. Zhang’s humble approach and analyze how the six parts of the hexagram of Qian are related to the six development stages of the Haier Group. These insights are used to give some thoughts to the leadership challenge associated with the creation of a dynamic and responsive global organization.


Publication metadata

Author(s): Sun X, Cao Y, Li S, Li X

Editor(s): Andersen T;

Publication type: Book Chapter

Publication status: Published

Book Title: The Responsive Global Organization: New Insights from Global Strategy and International Business

Year: 2017

Volume: 2

Pages: 153-172

Print publication date: 07/09/2017

Online publication date: 23/08/2017

Acceptance date: 02/02/2017

Series Title: Emerald Studies in Global Strategic Responsiveness

Publisher: Emerald Group Publishing

Place Published: Bingley

URL: https://doi.org/10.1108/978-1-78714-831-420171006

DOI: 10.1108/978-1-78714-831-420171006

Library holdings: Search Newcastle University Library for this item

ISBN: 9781787148321


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