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Product cover image for Leading Change at Michelin's Shanghai Factory (A)

Leading Change at Michelin's Shanghai Factory (A)

Jean Lee; Rebecca Chung;Jianhua Zhu;Chun (Jane) Xie

Product #:9B14C012
Supplier:CEIBS-Ivey
Discipline:International Business, Organizational Behaviour/Leadership
Setting:China, 2008-2011
Details:Case (PDF) • 6 pages • 2015-03-27

Subjects:

Business managementOrganizational cultureInternational businessOrganizational behavior

Industries:

Fabrication and manufacturing

Geography:

ChinaAsia
Your Price:$9.71

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Case A describes the difficult situation facing the recently appointed plant manager of Shanghai Michelin Warrior Tire, a joint venture between a poorly performing Chinese state-owned enterprise and a France-based private company, Michelin Corporation. Michelin headquarters was pressing the plant manager to implement the Management System of Daily Production to improve the factory’s performance, but the plant manager sensed that the plant’s employees were not yet ready. He contemplates what changes to make in this factory and how best to do so. Case B, 9B14C013, reports on the plant manager’s actions to improve the joint venture’s performance.

Learning Objectives

This case series is suitable for use in graduate- and executive-level courses in general management, organizational behaviour, change leadership, authentic leadership, managing cultural differences, coaching practices and conducting business in emerging markets. The case objectives include the following:
  • Determining the key success factors of leading a change process.
  • Demonstrating the traits and behaviours of an authentic leader, particularly when leading change in an environment with a different culture and language.
  • Identifying the difficulties that can arise from cultural differences in a JV and the guiding principles that can overcome them.
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Case Study: Leading Change at Michelin's Shanghai Factory (A) (English version) | Ivey Publishing