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Case
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Teaching Notes
Abstract
This three part case series discusses the acquisition of Swiss car manufacturer Volvo by the Chinese carmaker Zheijan Geely Holding Group. The second case in this series describes Volvo’s previous organizational structure and culture under Ford and how under new management Volvo’s culture and strategy changed to be more customer centric. Questions still remained however, as to whether Volvo would be able to return to its root under Chinese leadership or if the company would take on a culture with Chinese characteristics.
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