Midea's re-adoption of division-based organizational structure Wang Fengbin, Zhang Chi, Sun Chunyan, Tao Zhixiong

Format:

Book

Author/Creator:

Fengbin, Wang, author.

Chi, Zhang, author.

Chunyan, Sun, author.

Zhixiong, Tao, author.

Series:

SAGE business cases

Language:

English

Subjects (All):

Corporate reorganizations--Case studies.

Corporate reorganizations.

Business planning--Case studies.

Business planning.

Organizational change--Case studies.

Organizational change.

Genre:

Case studies

Physical Description:

1 online resource

Place of Publication:

London Renmin University 2018

Summary:

This case work describes and analyzes the reform and evolution of Midea's organizational structure when confronting changes in the external environment and corporate strategies. Centering on the forces driving Midea's discard and re-adoption of the M-formed organizational structure, the case contrasts different types of organizational structure probably adopted by large companies. The work first introduces Midea's structural reform in 1997, including the establishment, separation, and combination of different divisions; the formation of rules governing centralization and decentralization; and the "internal corporatization" reform within major divisions. The case proceeds to depict Midea's continuous adjustment on organizational structure in the course of diversification, including implementation of management stock ownership, construction of second-tiered grouping, and the transformation of Midea into a holding company. Then, the case describes in detail the reasons for and winding process of Midea's re-adoption of the divisional structure after its leadership transition in 2012; the construction, refinement, and evolution of the new "9+2+1" organizational structure; the making of new strategic plans; and the establishment of four new cross-divisional platforms. This work hopes to provoke thoughts on how to design and establish a suitable organizational structure and how to build support systems in the face of new situations, especially for those corporate groups adopting a decentralized organizational structure and operating with multiple businesses in different regions and countries

Notes:

Originally Published InFengbin, W., Chi, Z., Chunyan, S., & Zhixiong, T. (2018). Midea's Re-adoption of Division-Based Organizational Structure. Beijing, China: Renmin University Business School

Includes bibliographical references and index

Description based on XML content

ISBN:

9781529762860

1529762863

OCLC:

1228916952

Access Restriction:

Restricted for use by site license