<p>Due to the globalization trend, the transformation of Chinese OEM has become a hot topic in the last decades. Although the previous literature suggested that there were many different determinants influencing firms to be successful companies, there is a lack of combination in the context of Chinese OEM. Thus, the purpose of this research study is to find out the approach of Chinese OEMs to successfully launch their own products based on three perspectives - organizational structure, processes and culture.Applying a qualitative approach, the data was gathered through semi-structured telephone interviews with the senior personnel of one Chinese OEM company (Damekiss), complemented with secondary data collected from the company’s and public websites.The results of analysis showed different views of how organizational structure, process and culture influencing on the transformation of Chinese OEM. We found that four functions (i.e. manufacturing, distribution, new product development and human resource management) influenced the transformation of Chinese OEM in organizational structure perspective. Among these functions, human resource management and distribution are extremely weak in the organizational structure of Chinese OEM. Regarding to the process of formulating these functions, the deep understanding of the customers’ preferences and collaboration partners that influenced building distribution were figured out. In the case company, it showed a relative poor ability on distribution which would be the barriers for further developing. Building HRM process was raised as another issue of the transformation of Chinese OEMs. According to the case company, HRM was poorly organized. The recruitment did not get enough attention; the training programs stayed at a lower level. The last not least, the corporate culture was also proven to be playing an important role in the transformation of Chinese OEMs. Awareness of corporate culture as one of significant aspects influencing the entire company was found in the case company. Slogan, company heroes and rituals as an internal culture were properly used to motivate employees.</p>

Due to the globalization trend, the transformation of Chinese OEM has become a hot topic in the last decades. Although the previous literature suggested that there were many different determinants influencing firms to be successful companies, there is a lack of combination in the context of Chinese OEM. Thus, the purpose of this research study is to find out the approach of Chinese OEMs to successfully launch their own products based on three perspectives - organizational structure, processes and culture.Applying a qualitative approach, the data was gathered through semi-structured telephone interviews with the senior personnel of one Chinese OEM company (Damekiss), complemented with secondary data collected from the company’s and public websites.The results of analysis showed different views of how organizational structure, process and culture influencing on the transformation of Chinese OEM. We found that four functions (i.e. manufacturing, distribution, new product development and human resource management) influenced the transformation of Chinese OEM in organizational structure perspective. Among these functions, human resource management and distribution are extremely weak in the organizational structure of Chinese OEM. Regarding to the process of formulating these functions, the deep understanding of the customers’ preferences and collaboration partners that influenced building distribution were figured out. In the case company, it showed a relative poor ability on distribution which would be the barriers for further developing. Building HRM process was raised as another issue of the transformation of Chinese OEMs. According to the case company, HRM was poorly organized. The recruitment did not get enough attention; the training programs stayed at a lower level. The last not least, the corporate culture was also proven to be playing an important role in the transformation of Chinese OEMs. Awareness of corporate culture as one of significant aspects influencing the entire company was found in the case company. Slogan, company heroes and rituals as an internal culture were properly used to motivate employees.

Un manipulateur parallèle à mobilité réduite a moins de six degrés de liberté et présente généralement différents types de mouvement connus sous le nom de modes d'opération. Ainsi, ce type de manipulateur peut être classifié comme reconfigurable selon sa capacité de transition entre les différents modes d'opération. Cette thèse de doctorat s'articule principalement autour de l'analyse cinématique de manipulateurs parallèles à mobilité réduite, de manipulateurs parallèles en série obtenus à partir de leur empilement en série et de mécanismes conformes conçus à partir de leurs configurations singulières à contraintes. La transformation cinématique de Study est utilisée pour dériver les équations algébriques de contraintes. Ensuite, elles sont interprétées à l'aide d'outils de géométrie algébrique pour effectuer des analyses de mobilité, de cinématique et de singularité. Les techniques de ‘‘screw theory’’ et ‘‘line geometry’’ sont utilisées à côté de l'approche algébrique au besoin. / A lower mobility parallel manipulator has less than six degrees of freedom and usually exhibits different motion types known as operation modes. Thus, it can be classified as reconfigurable on account of its ability to transition between different operation modes. This doctoral thesis mainly revolves around the kinematic analysis of some lower-mobility parallel manipulators, series-parallel manipulators obtained from their serial stacking and compliant mechanisms designed using their constraint singular configurations. Study's kinematic mapping is used to derive the algebraic constraint equations. They are further interpreted using algebraic geometry tools to perform mobility, kinematic and singularity analysis. Screw theory and line geometry techniques are used adjacent to algebraic approach wherever necessary.