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Journal articles on the topic 'Haier'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Crainer, Stuart. "HAIER CALLING." London Business School Review 26, no. 1 (2015): 24–30. http://dx.doi.org/10.1111/2057-1615.12008.

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2

Zhang, Ying. "Haier Is a Sea (Zhang Ruimin's letter in 1994)." Management and Organization Review 12, no. 4 (2016): 811–14. http://dx.doi.org/10.1017/mor.2016.49.

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In his letter, Zhang Ruimin symbolized Haier as a sea to signify the firm's openness and boundlessness. Using the metaphor of ‘Haier Is a Sea’, Zhang illustrated a number of cohesive, collaborative relationships between Haier employees and nature and the environment as well as the importance of an evolving corporate culture in a rapidly changing world. This letter was addressed to Haier employees, but it was also framed as a ‘communiqué to the public’ to explain who Haier was and what the company represented. This letter has been, and will likely continue to be, a model for inspiring Haier emp

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3

Straube, Nicolas, and Jérôme Mallefet. "Lysorganer hos haier." Naturen 144, no. 03 (2020): 105–9. http://dx.doi.org/10.18261/issn.1504-3118-2020-03-06.

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4

Michael, Ian, Meerah Ketait, Sarah Al Qassimi, and Azza Al Nuaimi. "HAIER: “Beat the Heat”." Emerald Emerging Markets Case Studies 1, no. 4 (2011): 1–12. http://dx.doi.org/10.1108/20450621111192799.

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TitleHAIER: “Beat the Heat”.Subject areaMarketing, brand management, promotion management and corporate social responsibility.Study level/applicabilityUndergraduate and postgraduate.Case overviewHow does the “country‐of‐origin” issue affect brands, and what do brands need to do? The case of unique and small corporate social responsibility (CSR) programs and their impact on creating brand awareness.Aamer Khan, Managing Director Hafet Electrical LLC, the sole distributor for of Haier in United Arab Emirates (UAE) was reviewing their half yearly results. Among the more unconventional strategies t

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5

Chen, Jin. "Haier Is the Sea: CEO Zhang Ruimin's Innovative Management." Management and Organization Review 12, no. 4 (2016): 799–802. http://dx.doi.org/10.1017/mor.2016.46.

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The chief executive officer of the Haier Group, Zhang Ruimin, wrote the philosophical text ‘Haier Is the Sea’, published in Chinese in 1994, and since then Haier has gradually built up a ‘sea culture’ that has guided its organizational transformations for over twenty years. The latest reform, in 2014, reorganized the giant corporation into the Haier Open Partnership Ecosystem (HOPE), which is like ‘a sea of entrepreneurs’, to achieve the goal of ‘management without leadership and organization without borders’ [管理无领导, 组织无边界] (see discussions in Schrage, 2014 and Ye & Teng, 2015). This radic

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6

Li, Yan, and Heng Qin Xu. "Construction of Discarded Refrigerator Recycling System Based on Reverse Logistics in Harbin." Advanced Materials Research 160-162 (November 2010): 48–53. http://dx.doi.org/10.4028/www.scientific.net/amr.160-162.48.

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As an important part of the social logistics, reverse logistics plays an important role in socio-economic development. In this paper, we took discarded Haier refrigerator as the object of study, and investigated the operating conditions of electrical appliance industry and recycling situation of discarded appliances enterprises in Harbin. Through the reference to the domestic and international recycling technology of discarded refrigerators, we analysed the haier home appliance in financial crisis in Harbin, introduced the concept of reverse logistics and constructed the recycling system of Ha

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7

Li, Peter Ping, Steven Shijin Zhou, and Abby Jingzi Zhou. "The Taoist Spirit of Haier: The Metaphor of Sea Based on the Symbolism of Water." Management and Organization Review 12, no. 4 (2016): 803–6. http://dx.doi.org/10.1017/mor.2016.47.

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It is unusual for any speech to maintain strong influence over the general strategies of an organization and the behavior of its employees over time. ‘Haier Is a Sea’, presented by Zhang Ruimin, the chief executive officer (CEO) of Haier, more than twenty years ago, is an exception. This commentary identifies the core features of sea as a metaphor, explores the philosophical roots of this metaphor, and discusses the implications.

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8

Lewin, Arie Y., Liisa Välikangas, and Jin Chen. "Enabling Open Innovation: Lessons from Haier." International Journal of Innovation Studies 1, no. 1 (2017): 5–19. http://dx.doi.org/10.3724/sp.j.1440.101002.

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9

Ben-Jacob, Tyler. "The Haier Group: Improvement Upon Success." European Scientific Journal, ESJ 12, no. 1 (2016): 11. http://dx.doi.org/10.19044/esj.2016.v12n1p11.

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This paper discusses the necessary elements for a company to be successful. It considers internal and external components, including aspects of management, marketing, and employee loyalty. An analysis of the strategies used by the Haier Group, a producer solely of refrigerators in 1984, to rise to a company that dominated the market of white goods by 2014 is presented. After delving into the processes and techniques used by this company to grow into a global enterprise, the discussion elaborates with suggestions that could make this remarkably successful company advance even more in today’s ma

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10

Zhou, Yunjie. "Haier's Management Model of Rendanheyi: From Sea to Iceberg." Management and Organization Review 13, no. 3 (2017): 687–88. http://dx.doi.org/10.1017/mor.2017.36.

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The Internet era embraces disruptive dynamics of both organizational and management models. Management scholars and entrepreneurs worldwide are exploring new management theories and business models such as the management model of Rendanheyi (人单合一in Chinese, translated as ‘Maker-Customer Integration’) that has been evolving for 12 years since it was initiated by Haier in 2005. This model has successfully transformed Haier, and has also drawn much attention from the world with its salient implications for a new management paradigm (Cao, 2014; Fischer, Lago, & Liu, 2013).

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11

Frynas, Jedrzej George, Michael J. Mol, and Kamel Mellahi. "Management Innovation Made in China: Haier’s Rendanheyi." California Management Review 61, no. 1 (2018): 71–93. http://dx.doi.org/10.1177/0008125618790244.

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Emerging market companies create new management practices for an environment characterized by increased volatility, uncertainty, complexity, and ambiguity (VUCA). This article shows how Haier developed a platform of management practices called Rendanheyi to transform itself from a conventional hierarchical manufacturing firm to a highly responsive online-based entrepreneurial company. It demonstrates how the organizational, competitive, institutional, and technological contexts mattered for the development of Rendanheyi, showing how context-dependent management innovations are created to allow

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12

Denning, Stephen. "Post-bureaucratic management goes global." Strategy & Leadership 47, no. 2 (2019): 19–24. http://dx.doi.org/10.1108/sl-01-2019-0009.

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Purpose The article reports on anti-hierarchical approaches to managing work outside the U.S. and independent of software development as evidenced in presentations at the November Drucker Forum by the French group, Vinci and the Chinese group, Haier. Design/methodology/approach The article looks at how radical innovations in organization structure, management processes and mindsets are being adopted by companies seeking the rapid-paced, customer-focused continuous innovation needed to survive in today’s dynamic marketplaces. These approaches are spreading throughout many established organizati

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13

de Lange, Catherine. "Richard Haier: Using brains scans for careers advice?" New Scientist 207, no. 2771 (2010): 25. http://dx.doi.org/10.1016/s0262-4079(10)61850-7.

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14

Sitartchouk, Arseni, and Alan C. Evans. "Review: The neuroscience of intelligence by Richard J. Haier." Intelligence 64 (September 2017): 113–14. http://dx.doi.org/10.1016/j.intell.2017.08.004.

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15

Chen, Jason C. H., Binshan Lin, Lingli Li, and Patty S. Chen. "Logistics management in China: A case study of Haier." Human Systems Management 23, no. 1 (2004): 15–27. http://dx.doi.org/10.3233/hsm-2004-23102.

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Chinese businesses began with a weak foundation in the intense world trade environment, similar to the many other companies that grew from developing countries. How were these Chinese businesses able to compete with foreign competitors armed with strong capital structures and efficient communication networks? Haier is an excellent example of how Chinese companies have successfully adapted to and prospered in the global economy, using information technology as a strategic weapon to improve its competitive advantage and further to create collaborative advantage. Haier's growth is miraculous: in

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16

Rashidin, Md Salamun, Sara Javed, Lingming Chen, and Wang Jian. "Assessing the Competitiveness of Chinese Multinational Enterprises Development: Evidence From Electronics Sector." SAGE Open 10, no. 1 (2020): 215824401989821. http://dx.doi.org/10.1177/2158244019898214.

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Multinational enterprises (MNEs) are key drivers of globalization. The study investigated the performance of leading Chinese electronics MNEs, Huawei, Lenovo, and Haier, and made a comparison between Chinese electronics MNEs and American electronics MNEs along with their specifications in terms of globalization by using Asmussen’s model, Petersen’s model, Rugman’s firm-specific and country-specific advantage (FSA-CSA) matrix, and the Porter’s diamond model. Findings revealed that only Huawei is the truly global company at present; nevertheless, Lenovo and Haier are both on the right track, rea

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17

Kadosh, Roi Cohen, Vincent Walsh, and Avishai Henik. "Selecting between intelligent options." Behavioral and Brain Sciences 30, no. 2 (2007): 155. http://dx.doi.org/10.1017/s0140525x07001203.

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AbstractIn this commentary we make two rejoinders to Jung & Haier (J&H). First, we highlight the response selection component in tasks as a confounding variable that may explain the parieto-frontal involvement in studies of human intelligence. Second, we suggest that efficient response selection may be an integral part of the definition of intelligence.

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18

Sternberg, Robert J. "Right answer to the wrong question: A reply to Jung and Haier." Behavioral and Brain Sciences 30, no. 2 (2007): 170–71. http://dx.doi.org/10.1017/s0140525x07001306.

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AbstractJung & Haier (J&H) have done an admirable job of solving the wrong problem. Their article does not show “where in the brain is intelligence,” because intelligence resides not in the brain but, rather, in the interaction of brain and environment. I describe four reasons why the article does not adequately localize intelligence in the brain.

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19

Wilke, Marko. "The neuronal basis of intelligence: A riddle, wrapped in a mystery?" Behavioral and Brain Sciences 30, no. 2 (2007): 172–73. http://dx.doi.org/10.1017/s0140525x0700132x.

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Abstract“Where in the brain is intelligence?” is an intriguing question, and Jung & Haier (J&H) resist the temptation to provide a simple answer. Their concept tries to integrate and transcend previous findings, and, while omitting the contributions from complementary methods, results seem to converge. Whether similarities or differences in such networks are more important, though, is still open for discussion.

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20

Soleh, Ahmad, and Resista Vikaliana. "Analisis penerapan system application and product in data processing (SAP) pada sistem inventory logistik pada PT. Haier Sales Indonesia, Jakarta Utara." Operations Excellence: Journal of Applied Industrial Engineering 12, no. 1 (2020): 124. http://dx.doi.org/10.22441/oe.2020.v12.i1.011.

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Rapid economic development causes increasingly fierce business competition. Moreover, the development of increasingly sophisticated technology, companies are competing to use technology to increase competitive advantage and efficiency in the company. One of the most popular information technology investments today is the Application of Systems and Products in Data Processing (SAP), systems that do business using a single database that can be accessed by all divisions within the company. The purpose of this research is to study and discuss the application of Systems and Products in Data Process

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21

Soleh, Ahmad, and Resista Vikaliana. "Analisis penerapan system application and product in data processing (SAP) pada sistem inventory logistik pada PT. Haier Sales Indonesia, Jakarta Utara." Operations Excellence: Journal of Applied Industrial Engineering 12, no. 1 (2020): 124. http://dx.doi.org/10.22441/oe.v12.1.2020.051.

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Rapid economic development causes increasingly fierce business competition. Moreover, the development of increasingly sophisticated technology, companies are competing to use technology to increase competitive advantage and efficiency in the company. One of the most popular information technology investments today is the Application of Systems and Products in Data Processing (SAP), systems that do business using a single database that can be accessed by all divisions within the company. The purpose of this research is to study and discuss the application of Systems and Products in Data Process

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22

Nawaz kayani, Farrukh, Saquib Yusaf Janjua, Mumtaz Ahmed, and Babar Wasim. "Myths and Realities of Innovative China the Case of Haier Company." Business and Economic Research 3, no. 2 (2013): 107. http://dx.doi.org/10.5296/ber.v3i2.3961.

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23

ZHOU, Yunjie. "Exploration of interconnected factory mode: Haier Jiaozhou Air Conditioner Interconnected Factory." Frontiers of Engineering Management 4, no. 4 (2017): 500. http://dx.doi.org/10.15302/j-fem-2017105.

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24

Omar, Maktoba, and Robert L. Williams. "Managing and maintaining corporate reputation and brand identity: Haier Group logo." Journal of Brand Management 13, no. 4-5 (2006): 268–75. http://dx.doi.org/10.1057/palgrave.bm.2540270.

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25

Hu, Chenxi. "Strategic Asset Seeking: A Motivation of Chinese Business Groups' International Operation." Journal of Finance Research 4, no. 1 (2020): 17. http://dx.doi.org/10.26549/jfr.v4i1.2735.

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Since the development of Chinese firms, more and more Chinese firms would like to operate their business over the world to increase their strength. For the difficulty of expanding the scale of the company in a short term, many Chinese firms made use of strategy asset seeking to achieve their goal. This article will develop the evidence of Haier Group and Lenovo Group and find the role and effect of their outward strategy asset seeking.

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26

Bubenzer, Rainer. "Qualitätsmanagement in der Onkologie: Was nützt wirklich?" Onkologische Welt 01, no. 06 (2010): 243–45. http://dx.doi.org/10.1055/s-0038-1631084.

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Alle Leistungserbringer im Gesundheitswesen sind zur Sicherung und Weiterentwick-lung der Qualität der von ihnen erbrachten Leistungen verpflichtet, wobei diese dem jeweiligen Stand der wissenschaftlichen Erkenntnisse entsprechen müssen. „Ein wesentliches Problem dabei ist jedoch“, so Prof. Jörg Haier, Münster, bei der DGHO-Jahrestagung 2010, „dass es in der Onkologie keinen statischen Status quo gibt, weil sich das Fach quasi im Dauerumbruch befindet, und sich die Krebsmedizin und damit auch die Anforderungen an Qualitätsmanagement (QM) und Qualitätssicherung (QS) ständig ändern“.

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27

Li, Xiao, Jiarou Cao, Zhenggang Liu, and Xinggang Luo. "Sustainable Business Model Based on Digital Twin Platform Network: The Inspiration from Haier’s Case Study in China." Sustainability 12, no. 3 (2020): 936. http://dx.doi.org/10.3390/su12030936.

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Sustainability and digitalization have become the main direction of transformation of enterprises. Building a digital twin platform network can provide enterprises with a comprehensive view of products, manufacture, supply chain, customer experience, and profitability, which is conducive to the construction of a sustainable business model. The purpose of this paper is to study how enterprises use digital twin platform networks to generate economic, social and environmental benefits in various dimensions and their coupling relationships. Based on the literature review, this paper constructs a f

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28

Huang, Yue-Xin, Bum-Kyu Kang, and Sung-Hyun Kim. "A Successful Design Strategy of Haier Washing Machines in the Chinese Market." Journal of the Korea Contents Association 14, no. 3 (2014): 361–73. http://dx.doi.org/10.5392/jkca.2014.14.03.361.

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29

Hong, Zhao, and Bao Yintao. "Analysis and Research on Haier Group's Website Construction Based on Cybermarketing-orientation." Physics Procedia 24 (2012): 1298–303. http://dx.doi.org/10.1016/j.phpro.2012.02.194.

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30

苏, 洁. "Research on the Performance of Diversification—By the Example of Haier Group." Frontiers of International Accounting 08, no. 01 (2019): 29–35. http://dx.doi.org/10.12677/fia.2019.81005.

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31

Song Jae-Hoon. "An Exploratory Study on Globalizing Chinese Enterprises - Focus on the Haier Case -." Journal of Eurasian Studies 10, no. 4 (2013): 71–86. http://dx.doi.org/10.31203/aepa.2013.10.4.004.

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32

Yani, Zhuang. "The impact of the implementation of the financial shared service model on Haier Smart Home." E3S Web of Conferences 235 (2021): 02073. http://dx.doi.org/10.1051/e3sconf/202123502073.

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With the development of economic globalization, companies continue to expand through mergers, and problems such as low operating efficiency and increased management costs have begun to emerge. Traditional financial management models have been difficult to adapt to the development of enterprises. Therefore, in order to operate branches more efficiently and improve operational efficiency, enterprises have begun to vigorously develop financial shared service models. This article analyzes the impact of Haier Smart Home after the implementation of the financial shared service model, and explains th

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33

Xu, Liguo, Ping Ping Fu, Xianjing Zheng, Yunjie Zhou, and Boxiang Lin. "Paradoxes and Paradoxical Leader Behaviors: Evidence from the 35-Year Corporate Development of Haier." Academy of Management Proceedings 2020, no. 1 (2020): 16978. http://dx.doi.org/10.5465/ambpp.2020.16978abstract.

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34

BIAN, Xiguang, and Toshihiro MATSUBARA. "The Practice of Knowledge Creation Management in Chinese Companies: The Case of Haier Group." Japanese Journal of Administrative Science 21, no. 3 (2008): 239–51. http://dx.doi.org/10.5651/jaas.21.239.

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35

Peng, Huatao. "Reinventing giants: how Chinese global competitor Haier has changed the way big companies transform." Prometheus 32, no. 1 (2014): 113–18. http://dx.doi.org/10.1080/08109028.2014.949423.

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36

Li, He, Liu Changhu, and Tao Jiange. "Gray clustering assessment of environmental cost-benefit study in enterprise—A case of Haier." Journal of Intelligent & Fuzzy Systems 33, no. 5 (2017): 2647–56. http://dx.doi.org/10.3233/jifs-169314.

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37

陈, 赫. "Cost Control Method Based on Modern Value Chain Theory——The Case of Haier Group." Business and Globalization 05, no. 04 (2017): 76–87. http://dx.doi.org/10.12677/bglo.2017.54010.

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38

Huang, Pei-Ying, Tao Hua Ouyang, Shan L. Pan, and Tzu-Chuan Chou. "The role of IT in achieving operational agility: A case study of Haier, China." International Journal of Information Management 32, no. 3 (2012): 294–98. http://dx.doi.org/10.1016/j.ijinfomgt.2012.02.001.

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39

Chen, Jing (Elaine), Tao Hua Ouyang, and Shan L. Pan. "The role of feedback in changing organizational routine: A case study of Haier, China." International Journal of Information Management 33, no. 6 (2013): 971–74. http://dx.doi.org/10.1016/j.ijinfomgt.2013.09.002.

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40

Jungbluth, Cora F. "Creating a Chinese “Miele”? Asymmetries in the Consumer Perception of Chinese and German Brands." International Journal of Asian Business and Information Management 1, no. 4 (2010): 30–42. http://dx.doi.org/10.4018/jabim.2010100103.

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This paper analyzes the country-of-origin effects of Chinese brands going international. To approach this topic, the author uses a comparative case study, in which a Chinese manufacturer of white goods, Haier, and a German manufacturer, Miele, serve as examples. Fueled by “China trash” reports in EU and US media, the image of China as country of origin still has a negative connotation. The Chinese government and Chinese companies are working to change this image, since they both regard branding as important means for corporate internationalization. This paper argues that Chinese brands could a

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41

Wang, Qianxu, Yicai Liu, Yao Yao, and Yu Zhang. "Experimental Study of Vapor Supercavitation Suppression of Capillary Outlet Jet Noise." Journal of Mathematics 2021 (May 7, 2021): 1–10. http://dx.doi.org/10.1155/2021/9936291.

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The degree of bubble bursting at the inlet of an evaporator is the key factor to determine the size of the injection noise at the capillary outlet. In this study, by using the theory of cavitation dynamics, the transition tube between the capillary and evaporator is improved to suppress the bubble bursting at the entrance of the evaporator, so as to reduce the jet noise at the outlet of the capillary. The influence of aeration structure on noise reduction of a refrigerator (Haier BCD-520) was studied by numerical simulation, and experiments were carried out. The results show that the admixture

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42

Liu, Xielin, Qian Wang, and Yuchen Gao. "The Strategic Role of Digital Platform Ecosystems in Cross-Industry Innovation: The Case of Haier." Academy of Management Proceedings 2020, no. 1 (2020): 15262. http://dx.doi.org/10.5465/ambpp.2020.15262abstract.

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43

Quan, Guang-Ri and Ju-Hyun Ryu. "The Formation and Characteristics of Qingdao Household Electronic Appliances Agglomeration: A Case Study of Haier." Journal of the Association of Korean Photo-Geographers 22, no. 2 (2012): 161–74. http://dx.doi.org/10.35149/jakpg.2012.22.2.013.

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44

Fenghua, Xie, Zhai Xiaoye, and Yao Yuqing. "Analysis of Haier Home Appliance After-sales Service Recovery Illustrated by the Case of Jiaxing." Journal of Applied Sciences 13, no. 9 (2013): 1661–64. http://dx.doi.org/10.3923/jas.2013.1661.1664.

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45

Warner, Malcolm, and Alan Nankervis. "HRM Practices in Chinese MNCs: Rhetoric and Reality." Journal of General Management 37, no. 3 (2012): 61–80. http://dx.doi.org/10.1177/030630701203700304.

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This article analyses the HRM systems of three of the best-known global Chinese MNCS – namely, Haier, Huawei and Lenovo – with a view to exploring their HRM practices, and understanding whether they demonstrate global convergence or divergence, and whether their rhetoric matches the reality of these practices. A qualitative comparative case study research design was used based upon an analysis of company documents, scholarly articles and internet sources. It concludes that the HRM systems of these companies are both similar and different from each other; that they represent both partial conver

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46

Fazal, Ossama, and Sonia kanwal. "US-Sino Trade War, A Trading Setback Or An Opportunity For Emerging Markets." Journal of Educational Paradigms 3, no. 1 (2021): 164–66. http://dx.doi.org/10.47609/0301042021.

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After trying to nurture positive diplomatic relationships among two major economies in the world, a cold war has been converted into a trade war between China and the United States of America. Massive tariffs have been imposed on Chinese imports by Trump administration due to which china stroked back with its tariff policy for American products. Different Chinese companies like Huawei and Haier must face unforeseen circumstances due to trade war. The market for Chinese products seems to shrank post trump policy; on one side, it is a major setback for the Chinese market as an emerging market. O

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47

Lorvoralak, Peachayanant, and Winai Wongsurawat. "Entry Strategy and Export Marketing in Emerging Markets: A Small Player Case." Asian Journal of Management Cases 16, no. 1 (2019): 76–85. http://dx.doi.org/10.1177/0972820119827358.

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The internationalization of dominant market leaders such as Haier (China), Tata Group (India) and CEMEX (Mexico) in emerging economies has attracted immense amounts of interest among academic researchers. A less-explored area is how non-dominant, second-movers venture into the international market. How do small players connect with foreign customers while operating in the shadows of the industry leader? What decisions are serendipitous and what actions are deliberate? What are the key environmental factors and internal decisions that propel a secondary player to place more chips in the interna

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48

이성환 and Mo Li. "Efficiency Enhancing Strategies of Logistics through SCM in China -A Case Study of Haier Logistics Co.-." Journal of Distribution and Management Research 13, no. 3 (2010): 111–33. http://dx.doi.org/10.17961/jdmr.13.3.201008.111.

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49

Xu, Liguo, Dalong Pang, Jing Ge, and Youmin Xi. "Understanding the categories of leader traits in socialization: the case of Haier group’s CEO in China." Nankai Business Review International 8, no. 3 (2017): 344–66. http://dx.doi.org/10.1108/nbri-11-2016-0039.

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Purpose The purpose of this study is to explore the categories of leader traits, their generation and their relationships in leaders’ socialization. Design/methodology/approach The authors take the case study method, which is the most suitable method to answer research questions on why and how to fulfill the study purpose on the basis of the case of Ruimin Zhang. Findings Leader traits are classified into four categories with respect to socialization, namely, root trait, driving trait, thinking trait and affair trait. The root trait and the driving trait form from the leader’s insight with the

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50

Yu, Fu Lai Tony. "Entrepreneurial leadership, capital structure and capabilities development of the firm: the case of the Haier Group." International Journal of Economics and Business Research 7, no. 2 (2014): 241. http://dx.doi.org/10.1504/ijebr.2014.060034.

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