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David De Cremer on Management
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Creating Effective Organisational Systems through Experimenting with Human Nature

October 18, 2016 • David De Cremer on Management, LEADERSHIP, STRATEGY & MANAGEMENT, Team ManagmentComments (0)

By David De Cremer and Tian Tao If organisations are serious in building cultures that can translate the desire to create joint value into a competitive advantage, it is needed that they become architects of systems that account for the human nature of its employees. One company that has become known to implement experimental approaches …

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Corporate Social Responsibility (CSR) In China: Huawei as a Case Study

August 24, 2016 • David De Cremer on Management, Social Impact, SUSTAINABILITY & ETHICSComments (0)

By David De Cremer Adopting CSR as a company philosophy in China seems to be more challenging than could be expected. In this article, David De Cremer looks into an example of a Chinese company that has over the years grown into a major global player and in

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Why Focus-Based Leadership is Important to Huawei’s Business Strategy

May 22, 2016 • David De Cremer on Management, LEADERSHIP, Leadership Development, Strategic SpotlightComments (0)

By David De Cremer and Jess Zhang Contemporary business develops at a rapid pace, with many uncertainties, internationally connected stakeholders, and little latitude to make mistakes. In such a dynamic environment companies need strong leadership to survive

Guanxi

Why Guanxi Matters in Business Relationships with China

March 17, 2016 • David De Cremer on Management, Global Business, STRATEGY & MANAGEMENTComments (0)

By Bang Nguyen and David De Cremer Business relationships between China and Europe have existed for quite some time and with the a renewed focus on the Silk Road Economic Belt and the 21st Century Maritime Silk Road initiatives, this relationship is likely to

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Why Focus Matters to Your Leadership: Understanding Huawei’s Business Strategy

February 9, 2016 • David De Cremer on Management, Editors' Pick, Global Business, LEADERSHIP, Leadership Development, Strategic Spotlight, STRATEGY & MANAGEMENTComments (10)

By David De Cremer Contemporary business develops at a rapid pace, with many uncertainties, internationally connected stakeholders, and little latitude to make mistakes. In such a dynamic environment companies need strong leadership to survive and build a

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The Fairness Challenge of the Internet of Things

January 20, 2016 • Big Data & Analytics, BLOGS, Corporate Governance, David De Cremer on Management, Internet of Things, TECHNOLOGYComments (2)

By Bang Ngyuen and David De Cremer The Internet-of-Things essentially enables mass data collection and analysis, to the benefit not just of businesses, but individuals and society too. However the question is, are businesses behaving ethically when

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Leadership Innovation: Huawei’s rotating CEO system

November 20, 2015 • BLOGS, Corporate Governance, David De Cremer on Management, Editors' Pick, Global Business, LEADERSHIPComments (0)

By David De Cremer and Tian Tao The CEO of an organisation is where the buck stops, and to whom all credit is due for success. But is this idea of the CEO as a “heroic leader” out-dated? Organisations need to implement leadership innovation to secure a

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What Could Be a Hidden Key for a Successful Merger and Acquisition Project?

November 18, 2014 • David De Cremer on Management, Editors' Pick, Finance & Economics, Strategic Spotlight, STRATEGY & MANAGEMENTComments (0)

By Mark Goyens and David De Cremer The way we engage, communicate and deal with people involved in each phase of a merger and acquisition project is key to positive business results. This article discusses five crucial factors that will determine if your

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Are Leaders Fair? On the Need to Understand Fairness Management in Organisations

July 17, 2014 • BLOGS, David De Cremer on Management, LEADERSHIP, Leadership DevelopmentComments (0)

By D. De Cremer, G. Houwelingen, C. Ilse, H. Niek, L. Brebels, M. Van Dijke & A. Van Hiel It is human nature to want to be treated fairly, and nowhere is this more evident than in the workplace. Leaders need to effectively manage the perceived fairness of