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ITM Master 3. Sem. |
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Case Study 1
ADtranz ABB Daimler Benz Transportation Hennigsdorf Factory for trains, locomotives, trams and metros 1931 AEG buys Borsig Locomotives, production starts in Hennigsdorf 1948 VEB Hans Beimler 1990 AEG gets Hennigsdorf factory back 1995 AEG Locomotives becomes part of Daimler-Benz 1996 Union of Asea Brown Boveri (ABB) and Daimler-Benz creating the biggest rail technology company in the world. 22,000 employees in 40 countries. ADtranz is loosing money despite full order books for the whole period of existence 1999 ABB leaves the company 2001 ADtranz sold to Bombardier, Brand no longer used. Companies which formed part of ADTranz:
Problem: Totally different corporate cultures clash: "Better 95% perfect than 100% too late" meets "Aus Erfahrung gut" (Good quality stemming from experience).
Using "Beyond Hofstede" tools, how could the disaster of ADtranz have been avoided? Form a task force and develop a turn-around plan.
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Case Study 2
A company from China (or choose other country) is buying a factory in Germany. What cultural conflicts can be envisaged and how can they be avoided/minimized? Develop an action plan including a draft for the content of a manual for the buyers as well as for the employees.
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Contact:
Prof. Dr. Wolfgang Georg Arlt FRGS |
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