Intel PRC was a division of Intel Corp., a U.S. $ 20 billion semiconductor manufacturer. A newly appointed department head makes a decision that an employee reacts emotionally, with a deep grudge, so the potential for conflict within the department. The incident forces managers to consider whether it deeper organizational or communication problems he needs to be considered. Cross-cultural issues come into play given that the manager, although originally from China, was an education … Read more »

Intel PRC was a division of Intel Corp., a U.S. $ 20 billion semiconductor manufacturer. A newly appointed department head makes a decision that an employee reacts emotionally, with a deep grudge, so the potential for conflict within the department. The incident forces managers to consider whether it deeper organizational or communication problems he needs to be considered. Where intercultural issues into play that the manager, even though they originally from China, was educated and gained extensive experience in the West and therefore was come. Than an expatriate by his employees The case examines the effect of corporate culture on the behavior of an employee.
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from
Kathleen E. Slaughter,
Donna Everatt,
Qian Xiaojun
Source: Ivey Publishing
11 pages.
Release Date: 18, March 1999. Prod #: 99C007-PDF-ENG
Intel in China HBR case solution

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