SAP China: “You’re Out!”

Zhixing Xiao (First Author), Shaohua Lu (Participant Author)

科研成果: 其它稿件案例

摘要

In July 2008, SAP China fired three vice presidents who had openly questioned proposed personnel appointments in their sales meeting, where the new general manager from IBM, Zhang Liesheng, announced a plan to reengineer the organizational structure and processes at SAP China. This reorganization involved appointing four new vice presidents and redefining the positions of two current vice presidents. Two of the positions of the three fired vice presidents were redefined; the third one who was fired was the first person who challenged the personnel changes. There were two different cultures at SAP: a product-oriented German culture and a market-oriented U.S. culture. Although SAP China had adhered to the German style for a long time, the German general manager left and the successor advocated the U.S. style. Consequently, SAP China proposed aggressive growth target, which was opposed by the German-style veterans including the three fired vice presidents. Trouble ensued. This case addresses organizational and cultural management, personnel management, and other issues.
源语言英语
页数11
已出版 - 1 1月 2009

案例编号

OB-14-060

案例规范编号

OB-14-060-CE

更新日期

2016-06-21

案例类型

Library

来源

China Europe International Business School

关键词

  • Cultural Conflict
  • Human Resource
  • Restructuring
  • SAP China
  • Software Industry
  • Top Management Team (TMT)

案例学科表

  • 组织行为
  • 人力资源管理

案例行业表

  • 信息、媒体与通讯

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