案例成果

Corporate strategy is crucial to the positioning of human resource management, and vice versa, which has important implications for strategic change and organizational learning. Birdie Electric Company is a well-known firm in the Chinese electric vehicles industry, and has been listed as one of “the Top-10 Leading EV Companies” by the China Light Industry Counsel for nine consecutive years. Initiated by the Chairman, Mr. Zhang Yanfeng, the company persistently implements a quality-driven strategy, which is reflected in its policies and practices of human resource management, such as employee feedback systems, team work, participation in decision making and responsibility, and flexible job classifications. By contrast, Emma Technology, a leading company in the industry adopts a market-driven strategy, and invites many famous stars such as Chou Jay, Fan Bingbing, EXO and Kim Soo-hyun as celebrity for the vehicle models. The company has put a lot of efforts in the selection of marketing channel agents and design of marketing structure, accompanied by the incentive plans such as “share-holder-employees” and extensive employee training programs. The two companies are quite different in their strategy types and positioning of the roles of HRM, and meanwhile they are both successful in market competition. Then, how could each company learn the HRM experiences from others? The case analysis and comparison can help students to understand the major theoretical arguments of the strategic human resource management, as well as its managerial implications for strategy and HRM practices. 

数字化转型是指企业使用新的数字技术来改善关键业务，如提升用户体验、合理化运营体系或开发新的商业模式，这也是国内外很多行业领先企业正在实施的组织变革实践。红星美凯龙集团是中国家具卖场行业的领先企业，在其发展历程中也经历了自建商场和委管商场等不同的商业模式创新，目前是该产业市场占有率最高的企业。然后，面临新的产业和技术环境，红星美凯龙也开启了数字化转型。2016 年企业提出“1001”战略，即建设1000家家居商场，建设1个泛家消费服务互联网平台。当然，这样的数字化转型会面临很多风险与困难，需要企业不仅在技术方面，也要在战略、组织、人力资源管理等方面进行适应性变革。

合理的产业布局和业务组合是开辟第二增长曲线、未来企业持续成长的根本任务。尤其是在过去的主业进入成熟期，市场容量饱和、增长放慢；或即将进入衰退期，市场容量将下降的情况下，对外部机会和时机的把握，以及新老业务之间的关联与协同，成为企业实施多元化战略、维持成长之势的关键。本案例回顾了欣旺达公司是如何从创业期OEM生产手机电池开始，一步步进入3C 消费类电池、智能终端产品、汽车电池及动力总成、储能电池系统、自动化与智能制造、实验室检测服务等不同产业领域，并与国内外知名品牌企业建立合作关系的过程。通过对欣旺达公司成长历程的反思，分析企业如何建立可持续的组织成长与多元化战略。

盛剑科技主营高科技制造业的绿色厂务系统及相关装备，在中国拥有领先的技术优势和300余项专利，服务于半导体、新能源等行业。随着东南亚地区——尤其马来西亚和新加坡——成为全球半导体产业新的增长极，公司董事会已批准初步区域扩张计划，但具体路径却悬而未决：是继续通过中国惠州工厂直接出口，以最快速度进入市场但可能无法深耕本地？还是斥资5倍市值并购新加坡本地公司，迅速获得当地客户与资质却需承担管理整合风险？抑或在马来西亚自建生产基地，借助当地产业集群与政策支持建立长期竞争优势，但需要巨额投资和两年以上建设周期？盛剑科技董事长张伟明正面临公司国际化战略的关键抉择，他深知，不同选择在“速度与控制”“风险与投入”上各有权衡，将决定盛剑科技未来十年的全球布局成败。

本案例聚焦健之佳和鸣二期分店新店长杨彤的成长历程，刻画了她在担任店长初期面临的多重挑战，包括督导检核中因陈列混乱、报表缺失等导致考评不合格，因店员未提醒药品不良反应引发客诉并致使团队信任危机，竞争对手开业带来的客流锐减、业绩下滑等。案例还展现了杨彤在区域经理李丽的指导及团队协同支持下，通过上级赋能、群体智慧共享和协同促销等方式逐步破局的过程，最终实现门店业绩提升与个人管理能力的成长。此案例旨在呈现零售连锁企业基层管理者的成长困境，揭示组织协同赋能在人才培养中的关键作用。

本案例以和黄医药（中国）有限公司（以下简称“和黄医药”）2022年中收到美国食品药品监督管理局（FDA）就索凡替尼美国新药上市申请的完整回复函为起点，叙述公司发展历程及其创新药出海过程中的艰辛曲折。并通过对比、分析不同出海模式，揭示中国创新药企在临床试验、生产制造、认证注册、市场销售等环节面临的挑战与应对策略。案例详细描述了和黄医药两款核心产品截然不同的出海命运：索凡替尼因需补充国际多中心临床试验数据而受阻；呋喹替尼则凭借扎实临床结果于2023年通过武田制药授权合作成功实现美国获批上市；并在次年拓展至欧盟、日本、加拿大等多个市场。案例展现了和黄医药从自建海外商业团队的“造船出海”到通过授权许可海外权益“借船出海”的战略转变过程，分析了企业在资本寒冬、研发开支剧增、经营性亏损扩大等多重压力下的动态能力构建。

东方甄选作为新东方转型直播电商的核心主体，凭借董宇辉个人IP实现爆红，股价与市值大幅攀升。但2024年7月，公司以7,658.55万元低价剥离核心盈利子公司与辉同行给董宇辉，引发股价单日暴跌23.39%，投资者信心受挫。此次剥离是舆论、治理、财务等多重矛盾叠加的结果：“小作文风波”等舆情持续发酵，品牌风险失控；内部存在“大厨困境”，董宇辉贡献与待遇失衡，“内部赛马”机制加剧冲突，激励机制失效且双方发展诉求背离；财务上ROE下滑，资源分配扭曲。剥离虽小幅改善舆情，但导致东方甄选营收利润双降、流量流失、自营转型受阻，而与辉同行依托IP快速发展。同时，交易因估值偏低、决策程序缺失引发利益输送质疑，凸显明星IP与公司治理、传统估值与轻资产行业的深层矛盾。

本案例通过回顾宁德时代的创业与发展历程，展示其“修己、达人、奋斗、创新”文化价值观的形成过程，以及这种企业文化对宁德时代员工和企业产生的影响。本案例以宁德时代为研究样本，讲授企业文化的定义、内涵架构，创始人在其形成过程中产生的影响，以及企业文化的动态演进。案例还激发身处新兴行业的高层管理者思考：面对企业快速发展，员工规模迅速膨胀并趋于多元化，应当如何传承创业时期形成的优良组织文化，必要时进行调适使其为企业的持续发展提供有效支撑。

宁德时代作为新能源行业的领军企业，高度重视ESG（环境、社会、治理）建设，将其纳入企业战略核心。ESG理念强调企业在环境、社会和治理维度的可持续发展，宁德时代则通过“修己达人”的企业文化将其贯穿于实践。当前，由于企业发展阶段和文化价值观的不同，宁德时代在融入全球市场环境时面临着与西方企业在标准和文化上的差异，而地缘政治因素使得企业在这方面遇到更多挑战。作为中国企业的代表，宁德时代面对复杂的国际环境、文化差异和人才竞争等压力，如何做到求同存异，这是企业ESG生态建设的核心任务。

Plastic waste recycling was critical for reducing environmental pollution, conserving natural resources, and mitigating the harmful impacts on human health. Hainan Dacheng Environmental Technology Co. Ltd. (DC) was a leader in the plastic recycling industry in China. Facing rising labour costs, an aging workforce, and intensifying rivalry, the company considered adopting and designing sorting technologies based on artificial intelligence (AI), which promised higher efficiency and accuracy. Yet, the decision involved significant risks, including immature technology, high investment, and limited organizational readiness. Balancing potential first-mover advantages against uncertainty, DC had reached a critical strategic crossroads.

Building on its successful "Zero to One" breakthrough with the Barista Edition in China's boutique coffee channels, OATLY set out to scale from a niche pioneer to a mainstream plant-based leader by expanding products, scenarios, channels and consumer reach amid booming market demand; amid intensifying competition and profitability pressure, it first pursued diversified growth via the "Oat Milk Plus" strategy before pivoting to "Returning to Core Competence" to streamline non-core businesses and refocus on its signature Barista Edition, ultimately solidifying its market position while facing the strategic tension between diversification for mass appeal and core focus for sustainable growth.

Founded in 1994, OATLY was a Swedish pioneer in oat-based plant protein products. Its flagship offering, oat milk, served as a versatile alternative to dairy milk across numerous consumption scenarios. By positioning itself as a provocative "milk challenger" and championing a lifestyle ethos of health, balance, and sustainability, OATLY achieved significant market penetration in Europe and North America. However, upon entering China in 2018, the company encountered formidable market entry barriers. China's dietary culture, with its millennia-long history of plant-based consumption-including the ubiquitous soy milk-rendered OATLY's established "plant-based health" narrative largely ineffective. This forced the newly formed China team to confront two fundamental strategic questions: How could OATLY execute a successful market entry and achieve a "zero-to-one" breakthrough? How could it cultivate widespread consumer awareness and drive adoption in a market unfamiliar with its unique value proposition?