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  • April 1992 (Revised June 1993)
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Otis South Africa (A)

By: Michael Beer
  • Format:Print
  • | Pages:23
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Abstract

Otis Worldwide CEO, George David, was frustrated with the slow pace of nonwhite advancement within Otis South Africa. After a few years of trying to elicit action from South African management, he decided to send a 28-year old U.S. employee to take over as the human resource manager. Between them, they were charged with boosting nonwhite advancement drastically and with improving the company's operational performance, which had slipped in the early 1980s.

Keywords

Business Subsidiaries; Multinational Firms and Management; Race; Operations; Business Headquarters; Performance Improvement; Human Resources; Cross-Cultural and Cross-Border Issues; Industrial Products Industry; South Africa; United States

Citation

Beer, Michael. "Otis South Africa (A)." Harvard Business School Case 492-049, April 1992. (Revised June 1993.)
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About The Author

Michael Beer

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More from the Author
  • Developing a Sustainable High Commitment, High Performance System of Organizing, Managing, and Leading: An Actionable Systems Theory of Change and Development By: Michael Beer
  • Developing Strategic Human Resource Theory and Making a Difference: An Action Science Perspective By: Michael Beer
  • Reflections: Toward a Normative and Actionable Theory of Planned Organizational Change and Development By: Michael Beer
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