The Middle-Management Revolution in Haier’s Organizational Transformation
Product Number：
EN_Revised May 2024ZZXW_5517
Page Views：
812
CaseName：
The Middle-Management Revolution in Haier’s Organizational Transformation
Authors：
Wang Fengbin, Wang Yangwen，Zhang Xue, and Zheng Tenghao
Author Affiliation：
Renmin University of China
Enterprise/Organization：
Haier Group
Industry：
Manufacturing
Discipline：
Organizational Behavior
Scale：
Large
Language：
English
Type of Case：
Decision Case
KeyWords：
Organizational Change; Platform Organizational; Small and Micro Entrepreneurship; Middle Management Chang
Abstract：
In the process of implementing the "Rendanheyi" model, Haier's organizational structure has been continuously flattened, networked, and flexible, all of which have made it different from the traditional hierarchy. As Haier continues to transform its organizational structure, the significance and value of the existence of middle managers have inspired heated debates among those from all walks of life. Given these changes, will middle managers be eliminated, or will they regain their value? How can middle managers find a place for themselves in the new organizational structure by transforming their roles to evolve with the whole enterprise?
Intended Audience：
U ndergraduate、MBA、EMBA
Data Source：
Primary
Publication Date：
2019
Revision Date：
Revised May 2024
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