8.4.3 Cluster three: Organisational capability
Thirteen KCIs have been placed into the cluster of organisation capability, these thirteen KCIs have been separated into three factors: behavioural capability, knowledge capability and information management capability (Figure 6.4).
8.4.3.1 Factor of behavioural capability
KCI-2 Organisation management
CGN has designated departments at its headquarters, and around 40 subsidiaries in different business areas. Since 2005, CGN has made inroads into new business areas, including wind, hydro, solar power and energy conservation, nuclear technology, financial services, and public services (CGN 2016). In order to invest in the UK, CGN established its UK offices called General Nuclear International (Company House 2017).
Respondent Mr AG praised CGN’s organisation management:
“I think our company’s organisational management is very good. The main task of organisational management actually is to improve the cohesion of the company. CGN has many branches, overseas offices and businesses, good organisational management facilitates headquarters cohesion of all branches and employees, thereby, and ensuring these branches and employees can better negotiate division of labour and cooperation.”
KCI-49 Management change
Culture, values and idiosyncrasies are different between China and the UK. CGN could change their management style to adapt to the British market. Successful management of change is accepted as a necessity in order to survive
Thirteen KCIs have been placed into the cluster of organisation capability, these thirteen KCIs have been separated into three factors: behavioural capability, knowledge capability and information management capability (Figure 6.4).
8.4.3.1 Factor of behavioural capability
KCI-2 Organisation management
CGN has designated departments at its headquarters, and around 40 subsidiaries in different business areas. Since 2005, CGN has made inroads into new business areas, including wind, hydro, solar power and energy conservation, nuclear technology, financial services, and public services (CGN 2016). In order to invest in the UK, CGN established its UK offices called General Nuclear International (Company House 2017).
Respondent Mr AG praised CGN’s organisation management:
“I think our company’s organisational management is very good. The main task of organisational management actually is to improve the cohesion of the company. CGN has many branches, overseas offices and businesses, good organisational management facilitates headquarters cohesion of all branches and employees, thereby, and ensuring these branches and employees can better negotiate division of labour and cooperation.”
KCI-49 Management change
Culture, values and idiosyncrasies are different between China and the UK. CGN could change their management style to adapt to the British market. Successful management of change is accepted as a necessity in order to survive