學門類別
政大
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
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Did I Just Cross the Line and Harass a Colleague?
- Winsol: An Opportunity For Solar Expansion
- Porsche Drive (B): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- TNT Assignment: Financial Ratio Code Cracker
-
Bosai Minerals:A Journey of “Going Global” Guided by Neo-Confucianism
Located in southwest China, Bosai Minerals Group Co., Ltd. (Bosai) has been engaged mainly in the bauxite and manganese business since 1997, and by 2010, it had successfully completed acquisitions of three large overseas mining companies. By incorporating the traditionally mild and inclusive neo-Confucianism into its management philosophy, Bosai’s overseas branches had successfully integrated themselves into local communities and cultures. In March 2016, shortly before the acquisition of Guyana Manganese Inc., the board of directors was debating how to deal with employees of the acquired company. Newer directors proposed laying off inefficient local employees and granting incentives through an improved performance appraisal mechanism. This proposal was fiercely opposed by directors who had been on the board longer. Bosai’s chair and managing director had to decide how to proceed, ensuring a smooth transition and sustainable development of the subsidiary.