Change is often not welcomed, because it is more comfortable to do things the way we’ve always done them and change is often perceived as a threat. But change has always been a reality of life and is even more so today. The challenge for leaders is the transformation of their organization at this time of fast change. In this context, the research paper will analyze how the German car manufacturer BMW can apply organizational change and development theories to ensure highest quality and increase its market share in the emerging Chinese market.
China's explosive growth, which has turned its car market into the fastest-growing in the world, has attracted foreign automakers in hordes (Welch, 2004). Over the past decade, nearly every major car company has entered the Chinese market and so did BMW. The German car manufacturer invested in the local market and formally opened its first production facility in Shenyang. BMW entered a 50-50 joint venture with Brilliance China Automotive Holdings Ltd in 2003 and opened a €450-million plant, which will produce both BMW 3-series and 5-series models. BMW, which sells its three brands BMW, Mini and Rolls-Royce, is thus the only carmaker in the premium segment that produces locally in China (Welch, 2004).
Table of Contents
- Introduction
- Purpose of Study
- Research Question
- Research Design
- Limitation of Study
- Literature Review
- Overview
- Literature Relevant
- Summary
- Methodology
- Population
- Methods for Data Collection
- Data Analysis
- Preview of Findings
- Meta-Analysis
- Analysis of the Findings
- Relationship of Findings to Research Question
- Conclusion and Recommendation
- Research Question Discussion
- Future Research Needs
- Implications of Findings
- References
Objectives and Key Themes
This study aims to analyze how BMW can leverage organizational change and development theories to enhance its quality and market share within the rapidly growing Chinese automotive market. It examines the current market conditions, potential challenges, and strategies for effective business operations within the unique cultural and market context of China.
- Organizational change and development theories in the context of the automotive industry.
- Challenges and opportunities for BMW in the Chinese market.
- Strategies for enhancing quality and market share in China.
- The impact of cultural differences on organizational change implementation.
- Competitive dynamics within the Chinese luxury car market.
Chapter Summaries
Introduction: This chapter introduces the concept of organizational change as a necessary response to the dynamic nature of modern business environments. It highlights the importance of adapting to change, especially within the context of the rapidly expanding Chinese automotive market. The chapter sets the stage for the study by establishing the central research question: How can BMW apply organizational change and development theories to ensure quality and increase its market share in the Chinese market? It uses the example of BMW's entry into China to frame the challenge of adapting organizational strategies to a new and complex market.
Purpose of Study: This section clearly defines the study's objective: to examine the current situation in the Chinese market for BMW and analyze potential challenges. It further explains how the research will explore the application of organizational change and development theories to improve BMW's efficiency and market position in China. The central aim is to determine how BMW can ensure quality, increase market share, and gain a competitive edge.
Research Question: This chapter succinctly states the core research question that guides the entire study: How can BMW apply organizational change and development theories to ensure quality and increase its market share in the Chinese market? This question serves as the focal point for all subsequent analysis and findings.
Research Design: This section outlines the methodology employed in the study, emphasizing the reliance on secondary data sources like printed materials, online databases, and library resources. The search strategy focused on keywords related to BMW, organizational change, and the Chinese automobile industry, also comparing organizational change theories across different national contexts. This section details the approach taken to gather and analyze information relevant to the research question.
Limitation of Study: The study's limitations are clearly stated here, acknowledging the reliance on external data without access to BMW's internal sources. The potential cultural bias stemming from the preponderance of US-based research is also recognized, along with the study's focus solely on BMW and economic factors, primarily quality assurance, within the broader context of the challenges of operating in China.
Literature Review: Overview: This section provides a broad overview of the literature, dividing it into two parts. The first part assesses the impact of change and development on the automobile industry and examines the utilization of organizational change and development theories within the industry. The second part focuses specifically on BMW and how it might employ change theories to expand its market presence in China. This framing sets the stage for a more detailed exploration of relevant literature.
Literature Review: Literature Relevant: This chapter analyzes the automobile market, identifying its maturity stage due to increased competition, characterizing it by low growth potential but high sales and profit potential, particularly highlighting the attractive and fast-growing Chinese market. The competitive landscape of the luxury segment, where BMW operates, is described as a differentiated oligopoly, with the actions of one company significantly influencing others. This section explicitly addresses the competitive dynamics within the context of BMW's unique position as the sole luxury car manufacturer with local production in China.
Keywords
Organizational change, BMW, Chinese market, automotive industry, quality assurance, market share, competitive advantage, organizational development theories, cultural differences, luxury car segment.
BMW in the Chinese Market: A Comprehensive Language Preview - FAQ
What is the main focus of this study?
This study analyzes how BMW can utilize organizational change and development theories to improve its quality and market share within China's rapidly expanding automotive market. It examines market conditions, challenges, and strategies for effective operations within the Chinese cultural and market context.
What are the key objectives of the study?
The study aims to explore organizational change and development theories within the automotive industry, identify challenges and opportunities for BMW in China, determine strategies for enhancing quality and market share, analyze the impact of cultural differences on change implementation, and understand the competitive dynamics of the Chinese luxury car market.
What is the central research question?
The core question guiding the study is: How can BMW apply organizational change and development theories to ensure quality and increase its market share in the Chinese market?
What methodology was used in the study?
The study primarily relies on secondary data sources such as printed materials, online databases, and library resources. The research strategy involved using keywords related to BMW, organizational change, and the Chinese automobile industry, also comparing organizational change theories across different national contexts.
What are the limitations of the study?
The study's limitations include its reliance on external data (lack of access to BMW's internal information), potential cultural bias from using predominantly US-based research, and a focus solely on BMW and primarily economic factors (quality assurance) within the broader context of operating in China.
What key themes are addressed in the study?
Key themes include organizational change and development theories, challenges and opportunities in the Chinese automotive market, strategies for improving quality and market share, the impact of cultural differences, and competitive dynamics in the Chinese luxury car segment.
What does the literature review cover?
The literature review assesses the impact of change and development on the automobile industry, examines the use of organizational change and development theories within the industry, focuses on BMW and its potential use of change theories in the Chinese market, and analyzes the competitive landscape of the luxury car segment in China.
What are the chapter summaries?
The chapter summaries provide a brief overview of each chapter's content, including the introduction, purpose of the study, research question, research design, limitations, literature review, methodology, and conclusion and recommendations.
What keywords are associated with this study?
Keywords include organizational change, BMW, Chinese market, automotive industry, quality assurance, market share, competitive advantage, organizational development theories, cultural differences, and luxury car segment.
What is the overall structure of the document preview?
The preview includes a table of contents, a statement of objectives and key themes, chapter summaries, and a list of keywords. It offers a comprehensive overview of the study's content and methodology.
- Citation du texte
- Marion Maguire (Auteur), 2004, Managing organizational change for BMW in the emerging Chinese market, Munich, GRIN Verlag, https://www.grin.com/document/35480
