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Introduction
Haier Group was an large enterprise established based on the Qingdao Refrigerator Factory when in 1984 the advanced technology was first introduced into the developing country from Germany Liebherr refrigerator company. In the thought of "famous brand strategy", president Zhang made, the Haier Group, a collective loss of 1.47 million small factories grew rapidly the first brand-name home appliances in China through technology development, and meticulous management, capital operation, merger, term paper定制 holding and international. As for its human resources state, Haier employs 20,000 people, 62 overseas dealers, more than 30,000 sales points. By 1999, Haier products include door to class more than 9200 varieties of 58 enterprises with average annual sales rate of 81.6% of high-speed, continuous, steady growth, the Group realized sales income of 21.5 billion industry. Haier started from its refrigerators and now mainly rely on proven technology and abundant strength in Southeast Asia and Europe. Haier has set up plants to achieve a complete appliance technology exports to developed countries in Europe. (KS Law, DK Tse, N Zhou.1993)

Executive summary
Overall strategy
Specific tactics
Theoretic models involved
Localization of human resources
Puzzles analysis
1. The puzzle on recruiting the talents, the native ones or the talents from China
2. The puzzles on spreading the group’s culture
Short-term culture: excessive pursuit of targets
Individualism and neglects of building team culture
Complaints culture of contempting customer satisfaction
3. The puzzles on performance management together with other aspects on HRM
Cultural factors
Labor factors
Legal factors
Strategies for international HRM
Conclusion
Reference
1.Cummings, Thomas G. & Worley, Christopher G. Organization Development and Change, Thomson South-Western USA, 8th Ed. 2005.
2.“Employment and Earnings”, Bureau of Labor Statistics, p: 119, 2004.
3.Gitman, Lawrence J.; Carl D. McDaniel. The Future of Business: The Essentials. Mason, Ohio: South-Western, 2005.
4.Gary Dessler. Human Resources Management, Prentice Hall, 12th Ed. 2010.
5.James M. Buchanan. "opportunity cost", The New Palgrave: A Dictionary of Economics, v. 3, pp. 718-21, 1987.
6.Kroeber, A. L. & C. Kluckhohn. Culture: A Critical Review of Concepts and Definitions,1982.
7.Palmer G. Transferred to Tokyo-A Guide to Etiquette in the Land of the Rising sun, Multinational Business, pp: 36-44,1990.
8.Davenport L., Cronin B.(1998)Strategic information management: Forging the value chain. International Journal of Information Management, 8(1),pp:25-34.
9. https://en.wikipedia.org/wiki/Haier
10. KS Law, DK Tse, N Zhou.(1993) Does Human Resource Management Matter in a Transitional Economy? China as an example. Journal of International Business Studies.
11. Hong L., Kequan L. (2002)Strategic Implications of Emerging Chinese Multinationals:: The Haier Case Study.European Management Journal, 20( 6), pp:699-706.

代写需求
论文题目：organizations problem
论文语种：英文
您的研究方向：International Business Strategy
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您的国家：英国
您的学校背景：英國伯明翰城市大學.國外普通大學.
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