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The aim of this bachelor thesis is to provide ZF Friedrichshafen AG with a flexible Human Resource concept for the successful handling of future joint venture projects in China. In order that future JV are planned and conducted successfully, a structured HR approach built on a combination of ZF experience and academic evidence has been developed. It points out cultural differences, creates awareness of potential organizational issues and gives advice. This thesis draws upon various academic resources which are expanded through ZF knowledge. For this, eight expert interviews with China experienced ZF managers were held.
This blueprint covers several of the HR issues that arise when setting up new joint ventures in China. By shedding light upon success factors a necessary flexibility when dealing with different partner firms is provided. After a theoretical outset and a brief introduction of ZF Friedrichshafen and ZF Passau this thesis peaks in the HR blueprint for joint ventures in China. Worth notable factors in setting up the structure, when recruiting and inheriting staff from the joint venture partner as well as considerations of the new Labor Contract Law and for policies and practices allow an understanding of what Human Resource issues can be anticipated in Chinese joint ventures. These then can be planned adequately for.
The results of this work offer a strategical Human Resource framework on how to best approach a next joint venture project in China. A broad range of HR issues have been analyzed and the most critical for joint venture success found implementation in the blueprint. Arranging a working organizational structure with a Chinese partner and implementing uniform policies and practices while considering cultural factors as well as complying with the legal requirements of the Peoples Republic of China is a task which is not easily carried out. Yet while setting up joint ventures in China already is a complex project, the partnering with a Chinese state owned enterprise is a challenge that requires special attention by HR professionals. The blueprint gives insights and guidance for stated issues.
Purpose – The purpose of this paper is to examine leadership trends in France and Germany. It is examined whether leadership in both France and Germany is going to become participative in the near future due to increasing internationalization and due to the emergence of a new leadership generation in France and Germany with different expectations and behaviors, namely
Millennials.
Design/methodology/approach – This thesis comprises three major parts: First, leadership career paths in France and Germany are compared. Second, French and German management cultures are compared and their likelihood of convergence examined. Third, a closer look is taken at inter- as well as intra-generational differences with particular focus on Generation Y/ Millennials – the new leadership generation. Their differences and similarities in comparison with older generations as well as across national cultures are presented and discussed.
Findings – The analysis shows that outstanding leadership in both France and Germany seems to be participative. Further, French and German Millennials tend to be more open towards participative leadership than older generations. Nevertheless, participative leadership is more likely to be practiced in Germany than in France. French top managers still share very distinct national career path patterns, providing an elitist reputation and certain privileges. This often leads to rather non-participative, but authoritarian command-and-control based leadership
practices in France.
Research limitations/implications – Limitations of this thesis include the enormous scope of the topic - not everything could be covered in depth. Further, the up-to-date nature of the data used must be questioned - the incredible speed of change in today’s business world makes even recent research studies outdated within a short period of time.
Originality/value – French and German top management career paths as well as French and German management practices have been examined individually as well as comparatively in countless studies. However, different than probably any research study so far, this thesis also
includes inter- generational as well as intra-generational differences and similarities in France and Germany in order to reveal future trends. All in all, this thesis provides a broad outline of leadership trends in France and Germany and points out where further research must be carried out in more depth.