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Each of these areas functioned autonomously, giving rise to a freewheeling corporate culture where non-standardized processes were adapted on the fly, and problems were resolved in an ad hoc manner. This high degree of autonomy and flexible culture enabled Keda to achieve its “pursuit of perfection” through “endless innovation” in the global market. Indeed, innovation had been essential to the firm’s success in the market. In 1999, Keda had rolled out the first 3,200-ton pressing machine in China. In 2005, Keda had introduced three of the 10 most innovative new machinery products in the world. Perhaps more remarkable, in addition to its product innovation, was Keda’s commitment to business innovation. In 2003, the company set up a
Chinese national enterprise post-doctoral workstation and invited post-doctoral scholars to work on research projects on such topics as supply chain management and human resource management. …show more content…
After one month, he could not cope anymore and decided to bypass the ERP system. Senior executives promptly replaced him.
Zhang justified the rationale behind these forced compliance actions:
This is how things work in China. When a new person is promoted to a new position he will have no conflict of interest with the new system, and will therefore be willing to comply. Then everything else is easy, and can be solved by an increase in resources.
op yo In the Chinese context, organizational culture is imposed. In China, workers look up to those in authority to provide direction. When top management demanded changes, they were accepted. In other words, country-specific culture was exploited to attain project success.
Of course, forced compliance was not the only way Keda dealt with issues. For instance, after system rollout some users were not completely satisfied with system operations and interfaces, and they requested system modifications to the IT department. However, because the users were the same people who originally specified most of the system operations, Zhu was able to fend off these
Chinese national enterprise post-doctoral workstation and invited post-doctoral scholars to work on research projects on such topics as supply chain management and human resource management. …show more content…
After one month, he could not cope anymore and decided to bypass the ERP system. Senior executives promptly replaced him.
Zhang justified the rationale behind these forced compliance actions:
This is how things work in China. When a new person is promoted to a new position he will have no conflict of interest with the new system, and will therefore be willing to comply. Then everything else is easy, and can be solved by an increase in resources.
op yo In the Chinese context, organizational culture is imposed. In China, workers look up to those in authority to provide direction. When top management demanded changes, they were accepted. In other words, country-specific culture was exploited to attain project success.
Of course, forced compliance was not the only way Keda dealt with issues. For instance, after system rollout some users were not completely satisfied with system operations and interfaces, and they requested system modifications to the IT department. However, because the users were the same people who originally specified most of the system operations, Zhu was able to fend off these