學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Cifa: Cross-Cultural Integration with a Chinese Company
內容大綱
In 2008, Zoomlion acquired the Italian company Cifa, a world-leading company in the concrete machinery market. The acquisition bolstered Zoomlion's leadership in this market in China through Cifa's advanced technology. The acquisition also provided Zoomlion fast access to foreign markets, so that it could extend its leadership in the concrete machinery market to Europe, and to emerging markets such as India and Russia. But while much emphasis was given to the noteworthy success of this operation, less has been said so far on the difficulties Cifa managers experienced in their cultural dealings with Zoomlion. Zoomlion's lack of prior international experience and their cultural differences with the Cifa managers led observers to doubt Zoomlion's ability to successfully manage Cifa's operations. What factors were behind the managerial integration? What were the biggest challenges in building a stable working relationship between the two management teams?