Carlos Ghosn and Nissan Motor Co., Ltd. (B)

14 Pages Posted: 17 Jun 2009

See all articles by Alexander Horniman

Alexander Horniman

University of Virginia - Darden School of Business

Isao Sekiguchi

affiliation not provided to SSRN

Abstract

In March 1999, Renault, the ninth largest car maker in the world, announced acquisition of a 36.8 percent stake in Nissan Motor for $5.4B. Second, Carlos Ghosn would take charge of the struggling company. The news shocked Japan as well as the global business community. Would a Westerner be able to bring about change in a Japanese company with a deep-rooted tradition of bureaucratic behavior and a consensus-building style? Case A describes the steps that led to the acquisition of Nissan. Case B covers the story of Carlos Ghosn and how he changed the company and brought profitability to Nissan. The case discusses such techniques as the art of listening and understanding in depth, formation of cross-functional teams, and Ghosn's three management principles: transparency, 5% strategy and the rest execution, and communication of company direction and priorities.

Keywords: acquisitions, cultural conflict, Japan, organizational change

Suggested Citation

Horniman, Alexander and Sekiguchi, Isao, Carlos Ghosn and Nissan Motor Co., Ltd. (B). Darden Case No. UVA-OB-0827, Available at SSRN: https://ssrn.com/abstract=1421112

Alexander Horniman (Contact Author)

University of Virginia - Darden School of Business ( email )

P.O. Box 6550
Charlottesville, VA 22906-6550
United States

HOME PAGE: http://www.darden.virginia.edu/html/direc_detail.aspx?styleid=2&id=4329

Isao Sekiguchi

affiliation not provided to SSRN

No Address Available

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