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2023 | Buch

The Rationality Behind Risk Taking Kapitel lesen Erstes Kapitel lesen

Non-Linear Growth

The rise of Geely

verfasst von: Xiaobo Wu, Jian Du, Sihan Li

Verlag: Springer Nature Singapore

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book offers a comprehensive exploration of the transformative trajectory undertaken by Chinese domestic enterprises, with a particular focus on Geely Automobile. Comprising five chapters and totaling 13 sections, the study delves into Geely's remarkable progression from a state of catch-up to surpassing established competitors. The initial chapter chronicles Geely's entry into the automotive industry amidst resource and technological scarcity, shedding light on the strategies employed to achieve breakthroughs during the nascent stages. The subsequent section elucidates Geely's transition from a late entrant to a prominent player in the global automotive market, facilitated by innovative practices across organizational, technological, talent-driven, quality-oriented, and cultural dimensions. The third chapter examines Geely's successful foray into globalization, offering a comprehensive analysis of its non-linear growth trajectory, overseas mergers and acquisitions, and strategic expansion efforts. The fourth part explores Geely's approach to embracing uncertainty and navigating cyclical challenges in the automotive industry, seeking determinative opportunities for future growth. Finally, the concluding chapter draws insights from Geely's non-linear growth and advances the "C theory," an enriched local innovation management framework grounded in China's unique developmental context.

Inhaltsverzeichnis

Frontmatter
15. Correction to: Non-Linear Growth
Xiaobo Wu, Jian Du, Sihan Li

From 0 to 1: Out of Chaos

Frontmatter
1. The Rationality Behind Risk Taking
Abstract
This chapter refines the core entrepreneurial spirit of the binary equilibrium of “rationality” and “risk-taking” from its seemingly risky moves. Armed with such innovation-driven entrepreneurship, Geely was able to effectively grasp the opportunity window. Meanwhile, strategic rationality defuses the risks from uncertainty, making the seemingly impossible car-making business possible.
Xiaobo Wu, Jian Du, Sihan Li
2. “From Three There Comes Everything”
Abstract
This chapter mainly explains how Geely “got the ball rolling” with limited resources and insufficient strength. Specifically, as a latecomer in the automobile industry, Geely frugally and efficiently acquired and utilized external resources, establishing organizational routines of capacity substitution and transformation in the development process. All of these aspects helped Geely adhere to the following proverb: “One is the child of the divine law. After one comes two, after two comes three, and after three comes all things.”
Xiaobo Wu, Jian Du, Sihan Li
3. Progression Through Secondary Innovation
Abstract
This chapter examines Geely’s technological advancement before the publication of the Ningbo Declaration, and from the development of the vehicle-system and core module technology, respectively, it discusses how it was able to achieve a breakthrough in its technological capability. Specifically, the evolution process of Geely’s technological capability presents typical characteristics of “secondary innovation,” i.e., from imitation innovation to creative imitation, and then to incremental innovation. The organizational learning model is also based on the process of “secondary innovation,” which specifically includes learning by doing, hiring, and cooperating, respectively. At the same time, Geely’s complementary asset utilization ability is evolving amidst the non-linear growth of “secondary innovation.” Moreover, it considers the following three aspects: (1) through process innovation, the localization of imported technology can be mastered; (2) through product innovation, the potential and synergy of imported technology can be tapped; and (3) through the integration of more novel technologies, the innovation ability can be qualitatively improved.
Xiaobo Wu, Jian Du, Sihan Li

From 1 to N: Pursuing Order

Frontmatter
4. Redefining Quality
Abstract
Chapter 4 mainly answers the question: What prompted Geely, once denounced as being “low quality,” to establish a customer-driven competitive quality management system from scratch, and gradually achieve the goals of “acceptable quality,” “excellent quality,” and “leading quality,” respectively? We found that the top-down quality awareness of management, the bottom-up initiative of all of the employees, and the quality interest community formed with external partners were the fundamental drivers for Geely’s quality change.
Xiaobo Wu, Jian Du, Sihan Li
5. “Unlearning” in Research and Development
Abstract
Chapter 5 focuses on how the technological innovation capability of Geely’s R&D management system was transformed from quantitative change to qualitative change. The evolution of Geely’s R&D system is the epitome mirroring its entire transition from “catch-up” to “beyond catch-up.” In other words, it was the unlearning that promoted the dynamic evolution of this system and helped Geely adapt to the changing external environment. Additionally, Geely has effectively captured, rapidly allocated, and efficiently coordinated the global resources in its transformation, gradually casting out its original innovation ability on its journey through “uncharted waters.”
Xiaobo Wu, Jian Du, Sihan Li
6. “The Cycle of Transformation” in Site Management
Abstract
This chapter explores the “breaking and establishing” of field management. In this regard, the term “field” refers to the place that directly creates profits and the birthplace of industrial data. Enduring persistence and the pursuit of innovation and improvement empowered Geely to gradually flourish in the highly competitive, technology-intensive, and volatile automobile manufacturing industry. Geely has since been breaking through the established system and restoring balance by gradually forming its unique field management system.
Xiaobo Wu, Jian Du, Sihan Li
7. A Forest Where Talent Blossoms
Abstract
This chapter mainly shows how Geely was able to build a global talent echelon with more characteristics aligned to the needs of organizational development. It also examines how Geely has been committed to building a win-win, shared, symbiotic, and inclusive sustainable development ecosystem to support its continuous transformation from a traditional automobile manufacturing enterprise into a global innovative one. In this regard, an open and inclusive talent policy has become one of the key reasons for enterprises to build a “talent forest ecosystem” and achieve sustainable business success.
Xiaobo Wu, Jian Du, Sihan Li
8. The Code of Vitality to a Resilient Organization
Abstract
This chapter mainly explains the logic behind Geely’s “meta-motivation” in its unique management mode and corporate culture, which supports enterprises to embrace resilient growth while averting the “bureaucracy” trap. “Gray thinking” (also known as “paradoxical integration”) has also enabled Geely to dialectically examine the potential link between contradictory elements in each organizational stage, form a dynamic unity of opposites through integration and coordination, realize compromise with unyielding principles, and promote the enterprise to formulate a reasonable and innovative business strategy and management mode.
Xiaobo Wu, Jian Du, Sihan Li

Leap of Faith: Globalization

Frontmatter
9. Great Wisdom in Cross-Border M&As
Abstract
This chapter answers the following two questions: (1) As a latecomer congenitally deficient in advanced technologies and management experience, how did Geely achieve the M&A deal with Volvo Cars?; and (2) After the takeover of Volvo Cars, how did Geely manage to achieve synergy in the face of doubts from the public? To some extent, Geely’s takeover of Volvo Cars can offer other Chinese enterprises vital information. In terms of the post-acquisition integration process, there are two stages to achieving mutual benefits: smooth transition and synergy for collective progress.
Xiaobo Wu, Jian Du, Sihan Li
10. Global Collaborative Network
Abstract
This chapter discusses how Geely realized the global layout of the value chain based on its development of more than two decades. Specifically, it shows how Geely has significantly elevated its internationalization level and evolved into a global enterprise.
Xiaobo Wu, Jian Du, Sihan Li
11. Compliance for High-Speed Development
Abstract
This chapter talks about how compliance is becoming a token of soft power and is playing an important role in the process of uplifting the sustainable competitive advantage of enterprises. Geely’s compliance is a vision much as it is a system and culture, all of which are complementary to one another. This chapter also shows how Geely initiated its “far-sighted” compliance campaign, which served as the “accelerator” for its steady development and the “passport” for going global.
Xiaobo Wu, Jian Du, Sihan Li

Traversing Cycles: Embracing Uncertainty

Frontmatter
12. From Manufacturing to Service
Abstract
This chapter mainly introduces Geely’s cultivation of brand-new business competitive advantages by facilitating the deep integration of manufacturing and service applications throughout the industrial chain. Through our research, we discovered that there was a two-way interaction between technological and business model innovation when Geely was transforming its manufacturing to become more service-oriented, which was the driving force behind the transformation from the value chain to the value network.
Xiaobo Wu, Jian Du, Sihan Li
13. Embrace Uncertainty
Abstract
This chapter explains Geely’s “DNA of change” exhibited throughout its development. Specifically, the “sense of crisis + self-breakthrough” was the fundamental factor that enabled Geely to adapt to the constantly changing environment. In the face of the tremendous challenges brought by the Fourth Industrial Revolution to the automobile industry, Geely recognized the window of opportunity in multiple dimensions, thus averting the “catch-up trap.” At the same time, it maintained its strategic focus on the highly volatile environment and firmly seized the opportunity to move from “lane-changing” to “overtaking.”
Xiaobo Wu, Jian Du, Sihan Li

Enlightenment of Non-Linear Growth

Frontmatter
14. Catch-Up and Going Beyond of Made in China
Abstract
This chapter which is based on the 13 rules extracts from Geely’s successful enterprise management practice and focuses on the following six viewpoints: (1) “risk-taking and rationality” entrepreneurship; (2) “frugal and highly efficient” innovation behaviors; (3) “quick and inclusive” learning; (4) a strategically focused paradigm shift; (5) a flexible and dynamic organizational model; and (6) a “dynamic yet static” ambidextrous system.
Xiaobo Wu, Jian Du, Sihan Li
Backmatter
Metadaten
Titel
Non-Linear Growth
verfasst von
Xiaobo Wu
Jian Du
Sihan Li
Copyright-Jahr
2023
Verlag
Springer Nature Singapore
Electronic ISBN
978-981-9952-73-1
Print ISBN
978-981-9952-72-4
DOI
https://doi.org/10.1007/978-981-99-5273-1

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