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Achieving Successful Cross-Cultural and Management Integration: The Experience of Lenovo and IBM By Sharona Peng
Achieving Successful Cross‐Cultural and Management Integration: The Experience of Lenovo and IBM. Sharona Peng A thesis submitted to Auckland University of Technology in partial fulfilment of the requirements for the degree of Master of Business (MBus) 2008 Faculty of Business Primary Supervisor: Peter Enderwick
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Achieving Successful Cross-Cultural and Management Integration: The Experience of Lenovo and IBM By Sharona Peng
Abstract
With social structure and technology rapidly changing, business globalisation has been regarded as a worldwide trend. While there have been many cases and literature on management of culture integration for merger and acquisition from a Western perspective, few have discussed cultural integration in an Asian context.
This study provides a case study of cultural integration strategies Lenovo has undertaken to manage employees from both teams after the M&A. It adopts a semi-structure face-to-face interview research method, which 5 participants were selected from the culture integration committee for interview. During the interview, each participant answered the questions from their perspective of the job position they are currently in. The method would enhance the quality of the research as it looks into the problems and strategy that Lenovo has encountered and undertaken from various points of view. However, as no employees from IBM PC-D on the committee were available to participate in the research, it might place some limitations on the research simply because IBM team’s opinions were not taken into account.
After analysing the results obtained from the participants, the researcher found that there were several motives for Lenovo to acquire IBM PC-D, including: - 1) internationalization, 2) acquiring technology and skills, 3) acquiring a brand, 4) obtaining access to new
Achieving Successful Cross‐Cultural and Management Integration: The Experience of Lenovo and IBM. Sharona Peng A thesis submitted to Auckland University of Technology in partial fulfilment of the requirements for the degree of Master of Business (MBus) 2008 Faculty of Business Primary Supervisor: Peter Enderwick
1 / 78
Achieving Successful Cross-Cultural and Management Integration: The Experience of Lenovo and IBM By Sharona Peng
Abstract
With social structure and technology rapidly changing, business globalisation has been regarded as a worldwide trend. While there have been many cases and literature on management of culture integration for merger and acquisition from a Western perspective, few have discussed cultural integration in an Asian context.
This study provides a case study of cultural integration strategies Lenovo has undertaken to manage employees from both teams after the M&A. It adopts a semi-structure face-to-face interview research method, which 5 participants were selected from the culture integration committee for interview. During the interview, each participant answered the questions from their perspective of the job position they are currently in. The method would enhance the quality of the research as it looks into the problems and strategy that Lenovo has encountered and undertaken from various points of view. However, as no employees from IBM PC-D on the committee were available to participate in the research, it might place some limitations on the research simply because IBM team’s opinions were not taken into account.
After analysing the results obtained from the participants, the researcher found that there were several motives for Lenovo to acquire IBM PC-D, including: - 1) internationalization, 2) acquiring technology and skills, 3) acquiring a brand, 4) obtaining access to new