Introduction
The case study is about Haier, a multinational appliances and electronics company that has evolved into an incubator for small micro-enterprises. The case provides the history of the company, which was a near-bankrupt refrigerator company, and its subsequent growth into a multinational company with significant market success (Kanter & Dai, 2018). The case study focuses on the leadership of Zhang Ruimin, who is largely responsible for the company’s success. The CEO joined the organization when it was nearly bankrupt, and under their leadership, it achieved significant success.
The current focus of the leader is important to me (Kanter & Dai, 2018). Unlike traditional companies that focus on market domination and acquiring the largest market share, Haier decided to build platforms on which small micro-enterprises could utilize company resources to grow and generate revenue (Kanter & Dai, 2018). The platforms have been successful for both Haier and the micro-enterprises. However, the CEO believes there is more room for growth and aims to achieve a tipping point where micro-enterprises achieve greater success (Kanter & Dai, 2018). The case study is important to me because it encompasses several vital elements of leadership and offers valuable lessons on leadership that will be crucial in my career.
The goal of the case is to assess leadership through the career of a successful CEO. Zhang Ruimin is considered a successful leader for his success with Haier Company. The success is attributed to several elements, including his human resource management approach and customer focus. The case aims to help one understand the role of a leader and the various processes involved in being a leader (Kanter & Dai, 2018). It presents the case of incubating entrepreneurs to determine whether one can identify the issues leaders face and the processes involved in addressing them.
The case study challenges one to rethink organizational behavior from a broader perspective. It takes one from the traditional company setting, where leaders deal directly with employees and focus on providing goods and services to their customers, to the leadership of platforms that facilitate the success of other entrepreneurs. The case introduces the concept of universal organizational behavior in a multinational corporation, which enables its various branches to have a high level of autonomy, thereby enhancing productivity and success. The case study motivates me to perceive leadership from the confines of an organization and to think of it as a trait that can be transferred across different companies and the world.
Zhang has successfully implemented the Rendanheyi Model, which has enabled several key functions within the company. The management model has ensured the implementation of organizational changes that have helped Haier to grow into a model company for new entrants in the industry (Kanter & Dai, 2018). It has ensured that the company has a suitable model for the development and incubation of entrepreneurs.
The company has overcome some issues in multinational organizations through the Rendanheyi Model (Kanter & Dai, 2018). It has reduced bureaucracy and given employees greater autonomy to address customer needs. The organization has successfully created platforms that facilitate the incubation and growth of several micro-enterprises. The challenge is the need for Zhang to find a way to enable many micro-enterprises to reach a tipping point through a valuable ecosystem.
Problem Analysis
Overview
The goal Zhang has established is to create a more valuable ecosystem where micro-enterprises can be transformed into win-win platforms that will attract more investors, driving continued growth and propelling the platform initiative to the tipping point. The CEO ensured that the Rendanheyi Model was replicated in every organization acquired by Haier, and the developed employee management approach was adopted (Kanter & Dai, 2018). The company has invested heavily in developing platforms that incubate entrepreneurs and provide the required resources to achieve success.
To date, 4,316 organizations are utilizing the platforms to access resources on innovation and entrepreneurship (Kanter & Dai, 2018). The 15 innovation and entrepreneurship bases had 118 incubators, facilitating 1,333 venture capital investments and 2,246 incubation projects (Kanter & Dai, 2018). Despite many incubation projects, the platforms had only a 40% survival rate for micro-enterprises that had acquired a series of funding. The remaining enterprises had a 10% survival rate (Kanter & Dai, 2018). These statistics indicate that while the platforms provided a supportive environment for enterprises to be incubated and grow, the success rate was low, and significant changes were needed to achieve the CEO’s goals. The problem challenged the success of the platforms, especially as Zhang focused on ensuring they became more successful, ultimately leading to success for all stakeholders in the process.
Causes
Autonomy
The causes of the low success rate can be attributed to several factors. The first problem that emerges is the level of autonomy that each micro-enterprise has from the moment it joins a platform. The established process ensured that every micro-enterprise has complete independence in every aspect of the business, including hiring people, distribution of profits, and decision-making (Kanter & Dai, 2018).
Enterprises can obtain financing from platform owners or other sources. They had the opportunity to leverage the Haier brand when building an ecosystem and could get company resources and platform endorsement (Kanter & Dai, 2018). While micro-enterprises sign agreements with the company to take Haier’s strategic direction, the level of autonomy does not guarantee that the micro-enterprises and the company are working towards the same strategic direction. Independence allows the enterprise to focus on its direction, which can become a challenge to its success due to the different directions that may exist.
Cultural Differences
The second underlying problem is the cultural difference between the company and micro-enterprises. Haier relies on the Rendanheyi Model, which has facilitated the development of an organizational culture that places greater value on innovation and the success of its ecosystem. The company is focused on creating a sustainable ecosystem where every aspect and employee works together to achieve the same goals (Kanter & Dai, 2018). It has ensured that significant value is given to the needs of every user.
The Rendanheyi Model is not replicated in the micro-enterprises. The owners of each micro-enterprise have led to the development of an organizational culture that facilitates the achievement of organizational goals and objectives. The cultural differences do not allow the incubated enterprises to take on the growth strategy that led to Haier’s success. Notably, the micro-enterprises are established in different parts of the world where culture significantly impacts organizational practices. Haier’s model, centered on Asian values, may not be replicated entirely in each incubated enterprise.
Poor Connection
Zhang faces a problem with the lack of connection between enterprises. The CEO aims to create an ecosystem that enables each micro-enterprise to be interconnected, facilitating a naturally effective business environment where success is replicated and sustained. However, most enterprises only disclose that they utilize Haier’s platform system.
Zhang is yet to achieve a scenario where all the incubated platforms are interconnected and grow towards a similar goal. The CEO foresees a situation where a considerable number of microenterprises reach this point (Kanter & Dai, 2018). Therefore, the lack of a valuable ecosystem that can sustain such a scenario is something the leader must address to achieve their goals.
Insufficient Funding
The lack of funding for startups is a significant challenge for micro-enterprises, and the existing financial channels are insufficient. The lack of financing is a crucial barrier to enterprise success in its early years (Eisenmann, 2021). Data from the case study shows that many incubated micro-enterprises are receiving venture capital for financing.
Haier provides resources to support platform users’ efforts (Kanter & Dai, 2018). However, Zhang has to accept that while most enterprises have venture capital and other forms of financing, a significant number of the organizations will fail. Financial management should also be examined to determine whether it contributes to the failure of most incubated enterprises.
Assessment of Skills
The other underlying problem is the lack of assessment to determine whether the owners of micro-enterprises have the skills and knowledge to lead to successful growth through incubation. The leadership qualities that have facilitated Haier’s success should be replicated in the enterprises to help align the strategic objectives. The signing of an agreement does not guarantee Haier that the incubated organization has a leader who can take the company forward. The organization should identify ways to help ensure the presence of effective leaders in startups, thereby increasing their success on the platforms.
Summary
The current micro-enterprise approach provides autonomy, enabling owners to work independently without supervision. The lack of oversight facilitates a situation where platform owners and Zhang do not have comprehensive knowledge of whether the enterprises are working towards similar strategic goals as Haier. The hands-off approach enables a scenario where factors such as culture, leadership, financing, and growth are not sufficiently understood at Haier. The company relies on data from micro-enterprises and gathers only a limited amount. The approach allows for the waste of resources for enterprises that lack the potential to grow and prevents the company from achieving its intended goal.
The problems are intertwined since they have become barriers to continued platform growth. Each issue determines whether the micro-enterprise will succeed. The prevalence of the problem is that the organization continues to provide resources to many micro-enterprises with little potential for growth or achieving the established goals. It prevents the leadership from achieving the goal of a more valuable chain.
Conceptual Analysis
Concepts
Transformational Leadership
The first concept that emerges is the transformational leadership theory, characteristic of Zhang, which determines the efforts to be made to solve the issue. Zhang has been a successful transformational leader who has ensured that stakeholders in the company work as a common group despite the differences that exist among them. The transformational leadership model inspires positive changes in employees or followers (Steinmann et al., 2018). The model encourages leaders to involve all team members in managing the organization. The inclusive approach is essential in developing a team that values collaboration and facilitates better outcomes.
The model is notable for its ability to guide leaders to address the challenges that affect the company (Steinmann et al., 2018). The goal is to ensure that followers experience little to no barriers in their work. It also aims to increase loyalty to the company and increase dedication toward the organizational goals. Finally, the model suggests that leaders should share a similar vision with their followers to ensure that everyone in the organization or group works towards a common goal.
The concept has been effectively implemented in Haier since Zhang joined. The CEO successfully instilled his values within the company by influencing stakeholders to recognize the value that customers hold and the need to address their concerns through continued value addition and product improvement. Zhang has successfully developed a team that shares his vision and collaborates with him to achieve the desired goals (Kanter & Dai, 2018).
Transformational leadership is responsible for facilitating the transformation of the company into a leader in its industry. It has also led to the development of trust between the leader and employees, resulting in the creation of platforms to incubate micro-enterprises. However, the leader faces the challenge of making the platforms more valuable through an interconnected ecosystem that ensures collective success for all stakeholders (Kanter & Dai, 2018). The achievement of this goal requires Zhang to tap into his leadership skills and work towards improvements on the platforms that will drive greater success. The transformational leadership concept is applicable, as it will guide the adoption of changes to ensure success.
Organizational Culture and Behavior
The second concept that emerges is organizational behavior and culture. Corporate culture influences several aspects of an organization, including the behaviors adopted by its employees. Leaders are responsible for developing an appropriate organizational culture that facilitates effective organizational processes.
Organizational behavior determines several factors, including the relationship between management and employees (Nnah-Ugoani, 2020). Inclusive cultures that encourage collaboration tend to have fewer walls between the management and workers. Such firms tend to have good relationships between leaders and their followers, and the administration is usually inclusive and considerate of the needs of their workers. On the other hand, traditional companies have several barriers due to maintaining the organizational structure.
Organizational behavior determines the approach taken with customers (Nnah-Ugoani, 2020). Corporate cultures that emphasize the importance of customers tend to foster employee behavior that prioritizes customer needs. Workers tend to structure their efforts towards ensuring that customer preferences and needs are addressed in such settings.
Haier has been established based on the value that customers attribute to it. The company has always focused on providing consumers with value in every product it sells. The approach has ensured that the company consistently provides customers with valuable products that meet expectations and adhere to existing standards (Kanter & Dai, 2018).
Organizational behavior has facilitated the development of a positive relationship with customers, whereby customers can always expect value for their money every time they purchase a product from the company. Organizational behavior is responsible for Zhang’s approach, which has created platforms that enable employees to learn about and understand their customers (Kanter & Dai, 2018). Knowledge of their customers facilitates value creation in production. It has developed a culture where workers know that they are focused on Haier’s profits and the well-being of everyone in the ecosystem.
In this case, Zhang aims to continue this culture by increasing the success experienced in micro-enterprises. The current state of the enterprises does not accurately portray the holistic picture that can indicate success since its implementation. The organizational behavior will help determine what needs to be changed to increase the number of successful companies on the platforms. It will also be essential to determine the measures that platform owners will be required to take to ensure the achievement of Zhang’s goals.
Management
The third concept is management, which is a factor determining the successful execution of organizational tasks. Managers are individuals responsible for the daily operation of an organization (Azad et al., 2017). They oversee every corporate process, ensuring it is completed correctly and on time.
Managers are responsible for employees’ performance by delegating duties to those who are considered the most qualified for specific tasks. It entails providing incentives to motivate workers to become more productive. The administration ensured efficiency in company processes through staffing and continued employee development (Azad et al., 2017). They ensure that the organization’s limited resources are prudently managed and used to achieve organizational objectives. The administration is responsible for identifying organizational challenges, addressing them, and pursuing opportunities.
Zhang has created an effective managerial team in each branch of the company. Haier has operations in different countries, managed uniquely by leaders who were identified as the most suitable. The CEO has managed to install administrators who conform to the Rendanheyi Model and whose contributions are credible to the company’s success (Kanter & Dai, 2018). This approach has been crucial in exploiting market opportunities and developing effective teams that drive the company’s objectives.
The introduction of the platforms requires platform owners to conform to the administrative approaches used in the company (Kanter & Dai, 2018). It expects platform managers to reflect the organization’s values and work towards facilitating innovation and growth in incubated micro-enterprises. However, the low success rate among the enterprises challenges the effectiveness of the company’s administrative approach. It demands assessing the existing administration approaches and determining whether they effectively facilitate the identified goal.
Illumination of Leadership and Organizational Dynamics
Transformational Leadership
Transformational leadership is a concept that has been reflected in the company since Zhang joined. The company has undergone several changes that have helped to address issues and improve the organization’s performance. The organization is responsible for adopting a unique leadership model that has facilitated success in most functions.
The transformational leadership model encompasses approaches that will be useful in helping the company identify the steps needed to achieve its established goal. The most identifiable leadership aspects include a focus on continuous improvement of every part of the company, as well as the perceptions of employees regarding value creation. The leadership has shown a trend in addressing challenges that emerge in processes. Zhang has successfully implemented changes that address issues faced by Haier and other companies in various industries. The transformational leadership approach is responsible for addressing such challenges.
Organizational Culture and Behavior
Culture and organizational behavior illuminate organizational dynamics by implementing a suitable culture that facilitates changes and innovation. Haier is in the electronics and appliances sector, where innovation is crucial in attaining a competitive edge. Companies consistently innovate to attract customers and maintain or increase their market share.
Along with an innovation culture, Haier has developed a positive organizational behavior where workers focus on creating value. The approach differs from its competitors, who focus on the quantity of products they sell. The organizational culture accepts and encourages change to improve performance.
One of the most significant changes made in the company is giving employees managing platforms complete autonomy to make decisions with little supervision from the administration. Given their responsibilities, organizational traits have been essential in developing leadership traits in most individuals. The concept also illuminates leadership by highlighting the role of leaders in fostering the appropriate culture to facilitate organizational change. Under Zheng’s leadership, the company has transitioned from operating like a tribe to a dynamic environment where sustainability and innovation consistently shape its future.
Management
Management is a multifaceted concept that encompasses every aspect of organizational and leadership. The company has implemented the Rendanheyi Model, which has proven effective in managing an Asian-based company. The model has established itself outside the region, demonstrating its effectiveness and suitability in the current business environment, where innovations like IoT are transforming various aspects of companies.
The administration has evolved to give employees more autonomy, a factor that is yet to be considered in most organizations in the industry. Haier’s organizational strategy has evolved into one that is dynamic enough to incorporate other companies without being compromised. The leadership is responsible for developing the current management approach. Zhang believes it will be essential for the company to move to the next level of growth.
The Connection Between the Concepts
The concepts are interconnected through their roles in adopting measures that will lead to the tipping point for the platforms. Transformational leadership forms the basis of the measures that are to be taken. The current approach to managing the platforms has proven effective only in attracting businesses with growth potential. Its ability to lead enterprises toward sustainable growth and ecosystem creation is ineffective.
Zhang identifies that the current platform trend does not conform to his idea of growth. The transformational model will affect every aspect of the platforms to ensure the adoption of a more effective strategy. Changes will include reconsidering factors like autonomy, financing, leadership and management, organizational culture, and alignment with Haier’s strategic direction.
Transformational leadership relates to culture through the role of the leader in influencing organizational behavior. Leaders determine the values and behaviors of their workers. They help develop guidelines and strategies to ensure a conducive environment that will support the implementation of a suitable model to achieve organizational goals.
In this case, Zhang has created an appropriate corporate culture that has facilitated the adoption of the changes and growth of the company. He expects the same to occur in the companies that are being incubated. However, achieving this will require that the hands-off approach Haier has maintained since the establishment of the platforms be replaced with a more practical approach, including influencing the organizational cultures of micro-enterprises that do not facilitate growth, development, and customer value to be changed.
Management relates to the two concepts since it is responsible for the daily activities in every organization. The administration determines the culture, resource allocation, and delegation of duties. Management will be essential since the company will determine the transformational aspects that need to be changed and identify whether the elements that need to be influenced in the micro-enterprises will lead to the tipping point. The management will determine the resources required and the level of changes to ensure that the CEO’s goal is achieved.
The concepts reinforce my understanding of company growth and development and the role of organizational behavior in the process. The goal of every company is to make a profit and experience growth that is similar to or greater than that of its competitors. Leaders make several efforts to ensure that their companies achieve the established goals and remain competitive in their respective markets.
The concepts illuminate the role of leadership in implementing change to address issues in an organization. They improved my understanding of the role of transformational concepts in the decisions and actions that Zhang has taken since he joined the company. The concepts help elaborate on the role of culture and management in successfully implementing change. Organizational behavior depends on the existing culture and will determine employees’ approaches towards customers and various aspects of the business.
Practical Implications
Decision-Making and Justification
Platform Audit
The first decision was to evaluate all the platforms and their respective micro-enterprises to determine performance and underlying issues. The Board of Directors at Haier understands the role of the platforms in the current business environment and the investments that have been made towards it. As a board, its primary function is to protect the interests of shareholders. Their concern will be focused on ensuring that the investments placed on the platforms make returns.
I would recommend auditing to determine the issues facilitating low performance among the incubated entrepreneurs. The auditing will provide vital information on the factors that must be changed to ensure that the expected outcomes are achieved. Assessment will occur at every micro-enterprise and platform level. The review will determine the primary challenges and whether interventions should be taken. The board will be convinced since the auditing addresses their concerns of ensuring that investments have returned. It will provide an overview of the potential of the platforms in terms of growth.
Skill Assessment
The second decision would be to assess enterprise owners’ culture and leadership skills, financing, autonomy, and the existing ecosystem. Each of these factors plays a crucial role in determining the outcomes of every micro-enterprise. Their owners’ leadership skills and knowledge determine their direction, and financing determines the level of activities and growth.
Culture influences values and beliefs. Autonomy informs their perceptions of the collaboration with Haier, and the existing ecosystem determines whether Zhang’s vision of having a valuable ecosystem is viable. Assessment of these factors will determine the company’s position in terms of investment and provision of resources for the growth of the respective enterprises.
Assessment of the underlying issues identified above is essential in determining Haier’s role in future incubation. The current approach encourages micro-enterprises to be autonomous with the promise that they will align with Haier’s strategic direction. However, the desired outcomes have yet to be achieved due to factors that Zhang should know about and address. Their assessment helps to determine the role of each aspect in contributing to achieving the tipping point. For example, evaluating the autonomy, leadership skills, and knowledge of the individual leaders will help determine whether the respective enterprises adhere to the requirements of the agreement they made when incubating. It will help to determine whether the leaders share the same strategic objectives as Haier and whether the collaboration is headed in the right direction.
The culture assessment will help determine whether the enterprises have suitable environments where innovation and change are easily implemented, leading to growth. Each platform’s ecosystem will help determine whether the platform managers have taken the necessary measures to ensure that enterprises work together to achieve the desired goals.
Reconsidering Autonomy
Evaluation of the feasibility of the autonomous approach and recommendation that Haier is involved in critical decision-making. Based on the case study, Haier and the enterprises are yet to experience the full potential of the platforms. The unattained goals are due to inefficiencies in managing the platforms and micro-enterprises. Haier has achieved success due to establishing and maintaining a practical leadership approach and a supportive organizational culture.
Management has reduced the walls that traditionally exist in multinational companies. They have managed to implement strategies that ensure accountability and continued contribution towards achieving employees’ organizational goals and objectives, with the autonomy to be entrepreneurs. However, micro-enterprises’ success is predicated mainly on their ability to ensure that they acquire finances and have effective leadership. Therefore, there is a need to determine whether the autonomy provided contributes to the failure of the enterprises.
Evaluation of autonomy is essential in determining whether Haier’s management should intervene to ensure efficiency and greater success. The established goal to have a more valuable ecosystem relies on the success of the micro-enterprises. The assessment will help provide data to support my recommendation for Haier’s involvement to propel success. The proposal is based on the fact that Haier has invested in the platforms and needs to ensure that the investment provides positive outcomes. It is based on Zhang’s vision of a more valuable ecosystem that will benefit all stakeholders. Achievement of positive outcomes requires an intervention that drives greater outcomes, which is only achievable through Haier’s direct involvement in micro-enterprises’ functions. The board will be convinced to support my idea through data that shows that the platforms are performing below average, and the need to begin a phase that leads to greater outcomes.
Lessons
The case has helped me identify the difference between leadership and management and appreciate their unique roles in growth and addressing organizational problems. Zhang’s leadership of Haier helps to define leadership and its values and differentiates it from management. The CEO creates the distinction through his role in Haier. He has taken the role of an influencer in the organization, which has led to significant changes that have achieved positive outcomes for the company.
Zhang has ensured the company has a unique model that can be replicated in any organization outside Asia. He has also influenced the company’s culture by instituting an organizational culture focused on creating customer value. His approach differs from that of a manager involved in the company’s daily activities.
In this case, the leader has a more significant influence on the overall company than a manager who would significantly influence the areas where they are directly involved. The lesson learned from the case is that leadership has a more significant influence on the outcomes of an organization than managers. I have learned that leadership requires making difficult and uncomfortable decisions for the company’s good.
Conclusion
New Perspectives on Organizations and Leadership
The case reveals that no leadership approach or organizational strategy is practical in every organization. Companies are unique in their culture, practices, and goals. The corporate strategy that is adopted in a company is dependent on its goals and objectives. Leaders shape cultures and organizational strategies, making every firm unique.
The case reveals this through many micro-enterprises that are not achieving the desired outcomes despite adopting the same strategic objective and direction as Haier and using the available resources on the platforms. The goal of the platforms is to provide enterprises with a conducive environment that facilitates their growth in the industry. However, their growth is hindered by unique differences between the company and startups. These differences emerge from the autonomy the company has provided to the micro-enterprises. It has allowed each enterprise with a unique culture, values, and leadership approach to use the platforms. The lack of alignment is leading to failure since the strategic objectives established by Haier cannot be met with such differences.
Autonomy is an issue presented as a benefit in the case study that conveniently avoids addressing challenges that emerge from the approach. Autonomy is discussed as a beneficial trait for Haier’s employees, who have the opportunity to explore their leadership and entrepreneurial skills. The platforms provide a crucial avenue to practice their skills.
However, the case study fails to address some vital factors in the autonomous approach. Some of the issues include the challenges experienced since its adoption. One cannot ignore that independence has a great responsibility and requires individuals to have specific skills to accomplish their roles. Cases of failure among platform owners are not mentioned, which is inconceivable given the performance of incubated micro-enterprises.
The case study also fails to address the effectiveness of autonomy in startups. The approach aims to achieve success but is failing since only a few enterprises have acquired a series of investments, and a large proportion lacks sufficient resources. The autonomous approach is failing to achieve the intended goal.
Impacts of the Case
The case enhances my knowledge of leadership and management. Conceptualization of the unique roles each plays can be difficult when one is in an organization that lacks a successful leader. The case study has demonstrated effective leaders’ practices, attributes, and approaches to issues facing their organizations.
Through the history and success of CEO Zhang, one can identify that a good leader directly influences their followers. Zhang is presented as an individual who was a revolutionary from the moment he joined Haier. The case shows that he shared his goal when he joined the company and worked to ensure he achieved it. He also works to create a unique company culture that is different from the industry and transfers the intended values to his followers.
The lesson from this is that leaders should always make their goals known to their followers and ensure that their teams share similar goals. His approach to management is also unique because I learned that there are times when a leader is required to make tough decisions, like replacing managers who do not share the same vision or values as the ones proposed.
The lessons learned from the case will affect my leadership practices. Working to be a leader instead of a manager will be the goal. I will ensure I have a shared vision with my followers and collaborate to achieve organizational goals. I will work to reduce barriers between leaders and workers to improve the relationship and enhance productivity through collaboration.
Advice
I can advise the CEO to consider the uniqueness of cultures and their impacts on organizational performance. The goal to improve the outcomes of the micro-enterprises is very dependent on the company’s ability to collaborate with the enterprises in a more inclusive way that considers the level of investment Haier is making towards incubation. The goal of the platforms is for Haier to support the growth of more companies in the industry and ensure that all stakeholders benefit from a more valuable ecosystem. However, the approach is ineffective in getting enterprises to the tipping point.
Considering that each micro-enterprise has a unique culture that will not readily align with Haier’s strategic objective, it is essential to adopt relevant interventions to improve performance. Increased participation in various micro-enterprise functions can help provide information on a better way of improving their performance. Providing a platform and some resources has proven insufficient in achieving the intended goals. The company should now look into greater involvement due to its investments in the incubation and the need to ensure the existence of a valuable ecosystem.
References
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Eisenmann, T. (2021). Why Start-UPS fail. Harvard Business Review.
Kanter, R. M., & Dai, N. H. (2018). Haier: Incubating Entrepreneurs in a Chinese Giant. Harvard Business School Case 318-104.
Nnah-Ugoani, J. N. (2020). Organizational behaviour and its effect on corporate effectiveness. International Journal of Economics and Financial Research, (66), 121–129.
Steinmann, B., Klug, H., & Maier, G. W. (2018). The path is the goal: How transformational leaders enhance followers’ job attitudes and proactive behavior. Frontiers in Psychology, 9, 2338.