On September 10th, 2021, the result of the 12th “100 Excellent Managerial Cases in China” was officially announced. This selection was hosted by the National MBA Education Steering Committee and organized by the China Management Case-sharing Center. All of the four cases submitted by the School of Economics and Management of SEU had been successfully selected into the “100 Excellent Managerial Cases in China”, which gained a historical high in a single “100 Excellent Cases” selection.
Congratulations to the case “I Want, I Can, I Will: The Empowered Growth of Knowledge Workers in the SS department of China Electronics Technology Group Corporation” written by the team of Prof. Lv Hongjiang, who is the assistant dean of the School of Economics and Management, the case “Who But Me Can Judge AnDSee: the Growth of DSee’s Auto Stereoscopy and Its Strategy Evolution” written by Prof. Xie Chengyang’s team, the case “Promise Leads to Victory——the Path of Vazyme’s Reconstruction of Its Performance System” by the team of assistant professor Zhou Lulu, who is the head of the Case Center, and the case “A Comprehensive Innovation and Rebuilt of ‘the Eye of the Army’: the Inauguration of the 14th Department of China Electronics Technology Group Corporation”, for their being entitled as the “100 Excellent Managerial Cases in China”.
The “100 Excellent Cases”, which is the top prize in China’s business administration cases, has been continuously included in the third round of discipline ranking indicator system (C5 index) in 2012 and the MBA discipline ranking indicator system (C1 index) in the year 2016, 2018 and 2021. This has an important boosting effect on improving the cultivational quality of professional degree postgraduates, academic postgraduates and undergraduates and the development of MBA subjects.
Starting on March 24th, 2021, this year’s selection received 1088 cases from 147 universities across the country, with 15 major projects, 734 general projects, 230 micro cases, 109 projects concerning the west part of China and 751 business-authorized cases, which make up 69% of all cases. After a thorough examination, anonymous vote and discussion conducted by experts, 12 cases from 3 projects of 3 universities became “100 Excellent Managerial Cases in China(major projects)”, 103 cases from 64 universities were chosen as “100 Excellent Managerial Cases in China”, 32 cases from 23 universities were selected as “100 Excellent Managerial Cases in China(micro cases)” and 16 cases from 14 universities were honored the title “100 Excellent Managerial Cases in China(west region projects)”.
Marking a great step forward of our school’s research on management cases and development work, these wonderful results we had won in this “100 Excellent Cases” selection give an important boost to the discipline and case construction of our school. As participating in the “100 Excellent Cases” selection has great importance on the development of professional degree subjects in our school, we will further encourage more teachers to engage in the cooperation practices, devote ourselves to creating original, native and high-level management cases, pay attention to the combination of theory and practices in teaching, and attach importance to the synchronous enhancement of knowledge and ability in talent cultivation.
I Want, I Can, I Will: The Empowered Growth of Knowledge Workers in the SS department of China Electronics Technology Group Corporation
Author: Lv Hongjiang, Feng Yan, Zhao Yujie, Gao Shaochong, Shan Dongsheng
Abstract: This case described how equipment department minister Chen of SS department of China Electronics uses a series of employee-empowerment measures to stimulate workers’ active behaviors. In this process, Chen structurally empowered workers by optimizing the organization structure at first, then through quantizing employees’ overall ability, adjusting the contribution calculating system of workers and constructing a smart-creation space, he psychologically empowered his workers as to further arouse their “I want”, “I can”, “I will” motivation and actions. The case showed the key influence of employee-empowerment on the progress of improving workers’ active behaviors. By learning this case, students can understand the motivation factors of knowledge-based workers, the concept and type of employee-empowerment, and the influence of employee-empowerment measures over workers’ active behaviors. This may further encourage students to consider how employee-empowerment theory, encouragement theory and initiative theory boost workers’ active behaviors.
Key words: knowledge-based workers; employee-empowerment; initiative actions; employee encouragement
Who But Me Can Judge AnDSee: the Growth of DSee’s Auto Stereoscopy and Its Strategy Evolution
Author: Xie Chengyang, Hu Hanhui
Abstract: This case, which was written in the view of Zhou Quan, the founder of the company, narrated in time order the chances, challenges, and inner management problems DSee. Lab had faced when it was founded, along with those in its expansion and smooth development stages. It gave a detailed recording of how the founder team reacted to every challenge by timely adjusting company strategy, changing business goals, and optimizing management methods according to its surroundings. This case also highlights a series of business explorations by the founding team to break through difficulties and seize policy opportunities after the company was hit by the Coronavirus in 2020, and the puzzlement the company had faced in its present development stage. By reading this case, readers can understand more about the different abilities a company needs in its different development stages and the evolving progress of company growth and strategy. Analyzing this case may help readers grasp the relevant theory and tools about strategic management.
Key words: company strategy; start-up enterprises; strategic evolution; inner control
Promise Leads to Victory——the Path of Vazyme’s Reconstruction of Its Performance System
Author: Zhou lulu, Zhang Xufan, Zhao Shuming
Abstract: As a technological start-up company, Vazyme’s original evaluation of performance was no longer suited for the company’s long-term development goals. A revolution in the evaluation system was desperately needed to break through this obstacle. This case, which described an evaluation revolution Vazyme started in 2017, focused on the cause of this revolution, the challenges and obstacles the company had faced in the progress. By learning from other first-class enterprises’ management experiences and actively seeking help from relevant institutions, Vazyme combined its own management practices with those it had learned and imported the PBC evaluation system which was one of the best systems and suitable for itself. This revolution gave Vazyme an inner pulse to become a newly developed unicorn enterprise in just several years.
Key words: evaluation revolution; PBC system; company promises; goal settings
A Comprehensive Innovation and Rebuilt of ‘the Eye of the Army’: the Inauguration of the 14th Department of China Electronics Technology Group Corporation
Author: Cao Man, Gao Shaochong, Zhao Yujie, Lv Hongjiang
Abstract: In recent years, the strategic conflicts between China and the United States are constantly intensifying, with hidden risks popping up in surrounding regions. According to the nation’s important strategic needs, acceleration on the breakthrough of key technologies has been the most pressing need for military enterprise nowadays. This case narrated the 70 years of innovation management evolvement progress of the 14th Department of China Electronics Technology Group Corporation (14th Dept), also known as “the Eye of the Army”. It stretched on how the 14th Dept gained technological innovation with specific experts and their teams when the country was founded, to how the technological innovation was achieved by making standardized pre-research programs, establishing technological innovation special regions, importing innovation methods and the combined innovation with other organizing factors, then to the comprehensive innovation in the later stage, which was coordinated with strategy, market, organization, technology, system, culture and many other innovation factors, providing a solid reference for innovative management in other military enterprises. By giving detailed progress of the innovative management evolvement of the 14th Dept, this case guides students to understand and consider the inner features of different innovative management patterns, leading them to grasp the evolution paths of innovation systems, and provides insights for companies to carry out their innovative management practices more scientifically.
Key words: 14th Department of China Electronics Technology Group Corporation; innovative management; combined innovative management; comprehensive innovative management
初译：李昭廷
一审：甘若玮
二审：王宣予
