Group portfolio - Research Paper Example

Corporate Culture of Haier Affiliation Analysis Haier’s principle is innovation, which interprets into formation of means and a platform for developing first class talents to endlessly generate value for customers. Due to the organization’s innovative and dynamic corporate culture, it has turned out to be quite successful despite numerous threatening challenges. As a result of generating a highly talented workforce, the company creates a win-win culture of individual-goal combination1. However, the organization, at the same time, sticks to its beliefs that successful companies move with the times while still devoting to developing a healthy enterprise full of energy.

One of the core values that Haier has is the rights and wrongs sense in which the product users are always right while the company need to improve itself2. The value acts as a motivator, hence forming values for customers. Therefore, the firm’s employees work their best to meet the customer’s requirements in addition to generating a wide variety of choices that they can choose from. The workforce has a mind-set, whereby, they feel the need to persistently advance themselves, which they perceive to be the only way they can continually refuse, dare and outdo themselves to realize triumph through establishment of innovation out of change.

The organization, in addition, has an adaptive culture that has led to its growth, whereby, it maintains its pace with the social growth as well as remains in case of any world changes. Its innovativeness as well as the entrepreneurship character enables the firm to uphold a competitive benefit in the ever-changing market. That is to say, the more radical the world changes the quicker the speed of customer’s variation, hence, the more lasting the inheritance turns out to be3. In addition, the organization has employed the concept of two spirits, innovation and entrepreneurship, which is considered to be the gene for the company’s consistent culture.

The gene ensures that all members of the workforce maintain their value as well as aid them in their individual development. It is also mandated for every employee to have the entrepreneurship and innovation spirits. Entrepreneurship is considered to be the spirit of pioneering work in which the company persuades all employees to have it4. They are encouraged to transform from being supervised and instead become their own managers. On the other hand, innovation specializes on creation of new value, which is majorly generated from creation of new product users.

Lastly, the interest theory of “win-win model of individual-goal combination” is another effective aspect that has made the firm to grow. Employees, product users and stakeholders have their interests at the heart of the organization5. While the individual represents the employees, the goal means the product users and the company’s constant formation of business model innovations leads to win-win state in which both the employee and the user benefit. In addition, the company ensures that all of its employees join the ZZJYT, a group of various independent teams within the organization formed after Haier removed its middle management.

The teams are a way of the firm getting closer to its customers or attaining zero distance from customers. Therefore, when employees join these teams by signing a contract, they change from being managed to individual management and from being run to running themselves and it is a way of allowing the humanity to diverse. Hence, the employees are able to realize their innovative skills independently and the users benefit from these products.BibliographyHawes, Colin, and Chew Eng. 2011. "The cultural transformation of large Chinese enterprises into internationally competitive corporations: case studies of Haier and Huawei.

" Journal Of Chinese Economic & Business Studies 9, no. 1: 67-83. Business Source Premier, EBSCOhost (accessed May 27, 2015).Lin, Thomas W. 2005. "OEC Management-Control System Helps China Haier Group Achieve Competitive Advantage." Management Accounting Quarterly 6, no. 3: 1-11. Business Source Premier, EBSCOhost (accessed May 27, 2015).Fischer, Bill, Umberto Lago, and Fang Liu. Reinventing Giants: How Chinese Global Competitor Haier Has Changed the Way Big Companies Transform. 2013. .Sprague, Jonathan. 2002. "Chinas Manufacturing Beachhead.

" Fortune 146, no. 8: 192B-192J. Business Source Premier, EBSCOhost (accessed May 27, 2015).Yi, Jeannie Jinsheng, and Shawn Xian Ye. The Haier Way: The Making of a Chinese Business Leader and a Global Brand. Dumont, NJ: Homa & Sekey Books, 2002 pg.54Zhang, Zhi-Xue, and Jianjun Zhang. Understanding Chinese Firms from Multiple Perspectives. 2014. . Pg.162