Title Managing global HRM integration in international expansion : the case of Geely cross-border acquisition / Zaiyang Xie (Zhejiang Geely Holding Group Co. Ltd, Hangzhou, China; School of Management, Zhejiang University of Technology, Hangzhou, China and School of Management, Zhejiang University, Hangzhou, China), Mei Wei (Zhejiang Geely Holding Group Co. Ltd, Hangzhou, China), Xinyi Ding (School of Management, Zhejiang University of Technology, Hangzhou, China), and Stanley Bruce Thomson (School of Business, Macewan University, Edmonton, Canada)

Published Bingley, U.K. : Emerald Publishing Limited, 2022 ©2022

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Description 1 online resource (18 pages) Series Emerald emerging markets case studies Notes Learning outcomes: This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and assignments, students will be able to: (1) understand human resource management in multinational corporations and the importance of cross-cultural management and human resource integration in acquisitions; (2) understand the challenges and solutions faced by multinational corporations in the process of expansion; (3) analysis of what characteristics should be considered in CEO selection for managing a newly acquired company; and (4) analyze how to better promote global human resource management from the dimensions of localized HRM system reform and human resource structure reconstruction Case overview/synopsis: After a long period of negotiation, exploration, suspension and restart, Geely Group finally acquired 49.9% of the shares of DRB's Proton Holding and 51% of the shares of the luxury car brand, Lotus Group. On the afternoon of May 24, Geely Holding Group held an acquisition signing ceremony with the Malaysia DRB-HICOM Berhad (hereinafter referred to as DRB). Geely's commercial territory now extended into Southeast Asia, and its product spectrum increased to luxury sports cars.However, the completion of the acquisition did not mean peace of mind. On the contrary, Geely still faced a series of challenges because of differences in cultural background. The national cultures of the two countries (China and Malaysia) were very different, and so were the values of the two enterprises. Facing the challenges of promoting global human resource integration, Geely needs to make a fundamental decision on the HRM mode in the new-acquired company. Should Geely transplant its own management practice into the Proton, or adopt localized HRM philosophy? Which kind of global HRM practice would be more effective for supporting the new-acquired company developments in the future? In the post-acquisition management, how to better realize the global human resources integration become a key problem faced by Geely Complexity academic level: This case was designed for use at the undergraduate and MBA level in human resource management and international business Supplementary materials: Teaching notes are available for educators only Subject code: CSS 6: Human Resource Management Bibliography Includes bibliographical references and index Notes Print version record Subject International business enterprises -- Personnel management -- Case studies Business & Economics -- Human Resources & Personnel Management. Personnel & human resources management. Form Electronic book Author Wei, Mei, author Ding, Xinyi, author Thomson, Stanley Bruce, author

Other Titles Managing global human resource management integration in international expansion

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