Abstract

In 2012, JD.com (hereafter “the company”) had emerged to be the biggest B2C (Business to Consumer) e-commerce retailer in China. From 2009 to 2012, the company’s headcount quickly grew from several thousand to nearly thirty thousand. Still, it was short of talents; and the human resources (HR) department’s role and business impact were perceived as insignificant. Its founder and CEO, Richard Liu (hereafter Richard), realized that he had to strengthen the company’s internal management in order to sustain rapid growth. In 2011 and 2012, he recruited several chief officers (CxOs), including Rain Long (hereafter Rain)—chief human resources officer (CHO) and general counsel. Case A describes the challenges she faced when joining the company in August 2012, and invites students to think about what her priorities should be when tackling these challenges. Case B describes what Rain decided to do and how she executed her priorities in the first year—primarily, two improvement projects—culture consolidation and talent review. It asks students to set priorities on tackling the remaining HR problems in the coming few years.

Keyword

Corperate Culture ;  Human Resource Management ;  talent development ;  Transformation

Abstract

In 2012, JD.com (hereafter “the company”) had emerged to be the biggest B2C (Business to Consumer) e-commerce retailer in China. From 2009 to 2012, the company’s headcount quickly grew from several thousand to nearly thirty thousand. Still, it was short of talents; and the human resources (HR) department’s role and business impact were perceived as insignificant. Its founder and CEO, Richard Liu (hereafter Richard), realized that he had to strengthen the company’s internal management in order to sustain rapid growth. In 2011 and 2012, he recruited several chief officers (CxOs), including Rain Long (hereafter Rain)—chief human resources officer (CHO) and general counsel. Case A describes the challenges she faced when joining the company in August 2012, and invites students to think about what her priorities should be when tackling these challenges. Case B describes what Rain decided to do and how she executed her priorities in the first year—primarily, two improvement projects—culture consolidation and talent review. It asks students to set priorities on tackling the remaining HR problems in the coming few years.

Keyword

Corperate Culture ;  Human Resource Management ;  talent development ;  Transformation

Abstract

京东集团自创立以来，始终处于高速发展状态。从1998年诞生于北京中关村的代理刻录机店到2018年成为中国最大的综合类电商，京东实现了从传统企业到平台化企业的颠覆式转型。2017年京东集团市场交易额达到1.3万亿元，员工人数也增长至18万人。当前京东在硅谷的全球研究中心拥有约1.2万名工程师和研究人员，致力于人工智能、云计算、大数据等领域的研发。京东的发展不仅仅是规模的扩大，还包括顺应时势的业务多元化以及商业模式创新。 伴随高速发展，京东的人力资源管理工作不断面临新的挑战。2011—2012年间，创始人刘强东曾空降多名首席官（CXO），首席人力资源官（CHO）隆雨就是其中一员。自2012年8月加入京东以来，隆雨带领人力资源管理团队展开一系列改革。2013年京东确立平台化发展战略，并开始集团化进程。迅速壮大的企业规模和多元化业务板块对组织能力、集团管控和人才培养问题提出新的要求。案例C是京东系列案例的第三部分，延续了京东集团在狂奔转型中所面临的各项人力资源管理挑战及改进措施，聚焦于集团化过程中的新挑战和人力资源变革举措。

Keyword

人力资源管理 ;  人才发展 ;  企业变革 ;  企业文化

Abstract

自1998年诞生于北京中关村以来，京东集团始终处于高速奔跑状态，从传统企业起步到成为电子商务领域的佼佼者，京东以迅猛的增长速度出现在公众视野。截至2012年，京东集团已经发展成为中国最大的自营B2C电商。2009—2012年间，公司员工数量迅速从几千人增长至3万人，但依然面临巨大的人才缺口。为了保持后续发展速度，创始人刘强东于2012年前后陆续引入外部高管人才，空降CXO，其中包括新任CHO隆雨。 案例A主要描述了2012年8月隆雨上任后面临的一系列人力资源管理挑战，启发学员思考在应对这些挑战时应优先考虑什么；案例B主要描述了隆雨上任第一年着手做了什么，以及在执行改革过程中的具体措施——包括企业文化梳理和人才盘点，并启发学员思考在未来几年应如何继续应对人力资源管理方面的挑战。本系列案例较全面地反映了京东集团自开创以来在人力资源工作方面所遇到的种种挑战。

Keyword

人力资源管理 ;  人才发展 ;  企业变革 ;  企业文化

Abstract

Singapore Scanteak Corporation (Scanteak), a furniture retailer founded in the 1970s, had more than 100 stores around the world by 2010, becoming the first furniture company to be listed on the Taiwan Over-The-Counter (OTC) Exchange. Along with corporate development, the founders, Pok Chin Lim and his wife, Catherine Foo, invested a lot in their children, especially in educating them as the successors of the company. In 2003, Lim asked his elder daughter, Jamie Lim, to help with growing family business. Over the next seven years, Jamie made big achievements in brand promotion and market expansion. In 2010, Lim asked his son, Julian Lim, to help with the business in Singapore or Taiwan, from where he wanted to train Julian up. However, Julian, who had always followed his parents' wishes, rejected their offer, and would agree only if he could independently run the Scanteak business in Japan, which was in deficit. The Lims questioned whether their newly graduated son could handle the business in Japan, and wondered how to respond to their son's bold request.

Keyword

conflict management ;  Family Business ;  second generation education ;  Succession ;  succession of family wealth

Abstract

Following the decision point at the end of case A, this case starts by revealing that Scanteak's founders, Pok Chin Lim and his wife, Catherine Foo, allowed their second child, Julian Lim, to do what he wished in 2010. Julian took over the Japanese market of Scanteak, got to know his employees there, and tried to improve the management structure in the first year. In a massive earthquake in 2011, Julian's care for his employees helped him establish great prestige in Scanteak Japan. By March 2017, Scanteak Japan had made great progress under Julian's leadership. Working together, the Lim family had made Scanteak a success in Singapore, Taiwan, Japan, and other international markets. Yet this family business still faced several critical questions to solve, especially how to transfer the management rights and family wealth from the first generation to the second generation.

Keyword

conflict management ;  different generations ;  Family Business ;  family wealth ;  Succession

Abstract

自1998年诞生于北京中关村以来，京东集团始终处于高速奔跑状态，从传统企业起步到成为电子商务领域的佼佼者，京东以迅猛的增长速度出现在公众视野。截至2012年，京东集团已经发展成为中国最大的自营B2C电商。2009—2012年间，公司员工数量迅速从几千人增长至3万人，但依然面临巨大的人才缺口。为了保持后续发展速度，创始人刘强东于2012年前后陆续引入外部高管人才，空降CXO，其中包括新任CHO隆雨。 案例A主要描述了2012年8月隆雨上任后面临的一系列人力资源管理挑战，启发学员思考在应对这些挑战时应优先考虑什么；案例B主要描述了隆雨上任第一年着手做了什么，以及在执行改革过程中的具体措施——包括企业文化梳理和人才盘点，并启发学员思考在未来几年应如何继续应对人力资源管理方面的挑战。本系列案例较全面地反映了京东集团自开创以来在人力资源工作方面所遇到的种种挑战。

Keyword

人力资源管理 ;  人才发展 ;  企业变革 ;  企业文化

Abstract

传承中的传与承实际上是不能分开的。很多大企业对于继任者的培养,从传到承要用20年时间。在这个过程中,两代人之间的脚步需要彼此磨合,这里涉及互相之间的沟通,以及相互学习。

Keyword

Abstract

Drawing from social exchange theory, this article explores the founder–successor relationship quality as a mediated pathway in examining the effects of founder–successor value congruence on successor’s willingness to take over the business. Based on survey data from 102 founder–successor dyads, polynomial regression analysis shows that when both a founder and a successor have high value congruence in family prosperity, the relationship quality will be enhanced, which leads to higher successor’s willingness. When there is value incongruence between a founder and a successor, the successor’s family prosperity value has a more important impact on the founder–successor relationship and successor’s willingness.

Keyword

family prosperity ;  founder–successor relationship ;  social-exchange theory ;  successor willingness ;  value congruence

Abstract

女儿能否成功完成权力的交接,需要父辈端正意识,给她们一个充足的缓冲期或者过渡期,并根据女性的特点,逐步培养她们对影响力、统率力、决策力、学习能力、执行力、预见力的综合把握,最终证实她们对家族的价值。

Keyword