Back to search

Creating Cultural Change in a Swedish-Hungarian Joint Venture (B)

By Susan C Schneider
Published 03 Jan 1994
Reference 4473
Topic Leadership & Organisations
Region Europe
Length 4 page(s)
Language English
Inspection copy
6.00
Add to cart
Summary

The case describes the development of HRM practices in a joint venture established in 1991 near Budapest. It focuses on the role of HRM in changing the corporate culture to emphasise people and excellence in products and services in order to create a competitive company.

Teaching objectives

To examine the role of Human Resource Management in creating conditions for organisational learning in East/West European joint ventures.

Keywords
  • HUMAN
  • RESOURCES
  • MANAGEMENT
Related case to use with this case

Creating Cultural Change in a Swedish-Hungarian Joint Venture (A)

By  Susan C Schneider

    Add to cart
    About the author
    Schneider

    Susan C Schneider


    Recommended Cases

    Changing the Culture at DEI Airlines

    By  John R. Weeks
    Add to cart
    The new CEO of DEI airlines is faced with the challenge of creating a customer service oriented culture in a company that is losing money, needs to shed staff, has a terrible reputation among passengers, and is still driven by the subcultural differences resulting from its merger ten years ago.
      View case

      Changing the Corporate Culture at AXA: The Long and Winding Road

      By  Jean-François Manzoni,  Jean-Pierre Baillot
      Add to cart
      This case examines the development of AXA, from a small mutual insurance company to one of the top 3 companies in the world. The case focuses more particularly on the period 2000-2012 and the CEO's efforts to change the culture of the organization to make it more customer- and employee-focused.
        View case

        Culture and Leadership at IBM

        By  John R. Weeks
        Add to cart award
        To explain the role that corporate culture has played in the performance of IBM, this case traces the culture of IBM under four of its influential leaders: Thomas Watson, Sr., Thomas Watson , Jr., John Akers and Lou Gerstner. Particular attention is paid to Gerstner's impact revitalizing the culture and bringing the company back, in some sense, to its cultural roots.
          View case