声明
摘要
Abstract
1 Introduction
1.1 Research background and statement of the problem
1.1.1 Research background
1.1.2 Statement of the problem
1.2 Research purpose and research significance
1.2.1 Research purpose
1.2.2 Research significance
1.3 Research methodology
1.3.1 Research method
1.3.2 Choice of secondary data collection
1.4 Thesis framework
2 Theoretical framework
2.1 Flexible leadership theory
2.1.1 Organizational effectiveness
2.1.2 Leadership decisions and actions
2.1.3 Tradeoffs and synergies
2.1.4 Distributed Leadership
2.2 Strategies of intemationalization
2.2.1 Positioning strategy for emerging market firm
2.2.2 Uppsala Model:basic mechanism of internationalization
2.2.3 Critical aspect of the U-model
2.3 Summary
3 Case analysis
3.1 Case description
3.1.1 Brief introduction of Haier Group and Haier’s CEO
3.1.2 Five steps of Haler’s expansion strategy
3.1.3 Haier management innovative processes
3.1.4 The Strategic Technical Innovation
3.1.5 Business process re-engineering
3.2 Test of the Flexible Leadership Theory using Haier case
3.2.1 Haier’s performance determinants
3.2.2 Autonomy of leader in taking strategic decisions
3.2.3 Haier Total innovation management
3.2.4 Haier’s internal organization and management level
3.3 Analysis of Haier’s exporting and FDI overseas positioning strategy
3.3.1 Haier’s exporting positioning strategy
3.3.2 Haier’s FDI overseas positioning strategy
3.4 Analysis of Haier’s internationalization strategy
3.4.1 Export
3.4.2 Joint Venture
3.4.3 Localization and investment
3.5 Summary
4 Discussion of the findings
4.1 Flexible leadership influence on firm’s performance
4.2 Strategies of internationalization
4.3 Summary
5 Conclusion and recommendations
References
Research Projects and Publications in Master Study
Acknowledgement