This case completes the trilogy and attempts to answer the open questions raised in the A and B Cases. It offers a retrospective of the events since the IBM-Lenovo merger in 2005 until August 2012. The main focus is on the period between the global financial crisis and mid-2012. The case describes the frequent changes at the top management level and highlights the leadership issues involved in making Lenovo a global leader in the PC industry. An industry and market overview reveals that while Lenovo was attempting to deal with internal issues during the post-merger integration phase it lost market share to competitors. A series of strategic changes, organizational restructurings, and changes in organizational culture paved the way for a new era in Lenovo's history, marked by strong financial performance, product innovation, and promising growth. / Series: WU Case Series

The focus of this case lies in the post-merger integration issues that Lenovo had to master in order to extract full value as well as synergies from its acquisition. The time span analyzed is from the merger until approximately one year after. The case describes the "Best of Both Worlds" integration approach adopted by Lenovo and the top management team's attempts to set aside egos and learn from each other, as well as to make decisions that are in the best interest of the new company, e.g., the decision to move the corporate headquarters to the US and to use English as the working language. The case illustrates the significant cultural differences separating the two companies and draws attention to the first major difficulties starting only eight month after the merger when the new CEO, Steve Ward, was replaced by Bill Amelio, an ex-Dell executive. This raised questions as to whether Lenovo was able to build a diverse top management team that could successfully run a global business. (author's abstract) / Series: WU Case Series

Die Dissertation befasst sich mit dem Thema hybrides Management in sino-österreichischen Joint Ventures in China. Ausgehend von der Überlegung, dass die in Österreich und China etablierten Managementstile und Verhaltensweisen in einem Joint Venture aufeinander treffen, bezieht sich das Kernthema der Arbeit auf die Erforschung und Beschreibung eines hybriden Managementstils. Es werden zunächst unterschiedliche theoretische Konzepte aus den Bereichen Management, Managementstile, Interkulturelles Management und Internationale Joint Ventures vorgestellt, die zu einer umfangreichen Liste von kulturspezifischen Merkmalen des Managementstils und Joint Venture Variablen führen. Als Methodik wurden narrative Interviews verwendet. Insgesamt wurden in 37 sino-österreichischen Joint Ventures 46 qualitative Interviews mit 50 Personen durchgeführt, wodurch 90% der Grundgesamtheit erfasst wurden. Das Ergebnis beinhaltet verschiedene Themenbereiche: das Zustandekommen und die Motive der Joint Venture Gründung, der Verlauf der Kooperation und auftretende Probleme vor und während der Kooperation, die Managementaufgaben der Joint Venture Manager, kulturtypische Merkmale des Managementstils, der hybride Managementstil und seine Ausprägungen und die Erfolgsfaktoren in sino-österreichischen Joint Ventures. (Autorenref.)

The case describes the audacious acquisition of an American icon, IBM, by a Chinese computer manufacturer, Lenovo. The time frame spans from the pre-merger time until a few months after the IBM deal. In 2005, when Lenovo was the ninth largest PC maker in the world, it acquired IBM's PC business to become a global player in the PC industry. The case offers background information on the development of Lenovo, describes the Chinese company's approach to establish itself in the global market, and contrasts the pre-merger cultures of Lenovo and IBM. A chronological depiction of how this deal came about highlights potential synergies but draws attention to various socio-cultural integration challenges to come. Will a company that grew in a communist system, is partly state-owned, and until the merger sold exclusively in China succeed in the leap to managing a global US-centric business? / Series: WU Case Series

This case completes the trilogy and attempts to answer the open questions raised in the A and B Cases. It offers a retrospective of the events since the IBM-Lenovo merger in 2005 until August 2012. The main focus is on the period between the global financial crisis and mid-2012. The case describes the frequent changes at the top management level and highlights the leadership issues involved in making Lenovo a global leader in the PC industry. An industry and market overview reveals that while Lenovo was attempting to deal with internal issues during the post-merger integration phase it lost market share to competitors. A series of strategic changes, organizational restructurings, and changes in organizational culture paved the way for a new era in Lenovo's history, marked by strong financial performance, product innovation, and promising growth. / Series: WU Case Series

The case describes the audacious acquisition of an American icon, IBM, by a Chinese computer manufacturer, Lenovo. The time frame spans from the pre-merger time until a few months after the IBM deal. In 2005, when Lenovo was the ninth largest PC maker in the world, it acquired IBM's PC business to become a global player in the PC industry. The case offers background information on the development of Lenovo, describes the Chinese company's approach to establish itself in the global market, and contrasts the pre-merger cultures of Lenovo and IBM. A chronological depiction of how this deal came about highlights potential synergies but draws attention to various socio-cultural integration challenges to come. Will a company that grew in a communist system, is partly state-owned, and until the merger sold exclusively in China succeed in the leap to managing a global US-centric business? / Series: WU Case Series

The case describes the audacious acquisition of an American icon, IBM, by a Chinese computer manufacturer, Lenovo. The time frame spans from the pre-merger time until a few months after the IBM deal. In 2005, when Lenovo was the ninth largest PC maker in the world, it acquired IBM's PC business to become a global player in the PC industry. The case offers background information on the development of Lenovo, describes the Chinese company's approach to establish itself in the global market, and contrasts the pre-merger cultures of Lenovo and IBM. A chronological depiction of how this deal came about highlights potential synergies but draws attention to various socio-cultural integration challenges to come. Will a company that grew in a communist system, is partly state-owned, and until the merger sold exclusively in China succeed in the leap to managing a global US-centric business? / Series: WU Case Series

The focus of this case lies in the post-merger integration issues that Lenovo had to master in order to extract full value as well as synergies from its acquisition. The time span analyzed is from the merger until approximately one year after. The case describes the "Best of Both Worlds" integration approach adopted by Lenovo and the top management team's attempts to set aside egos and learn from each other, as well as to make decisions that are in the best interest of the new company, e.g., the decision to move the corporate headquarters to the US and to use English as the working language. The case illustrates the significant cultural differences separating the two companies and draws attention to the first major difficulties starting only eight month after the merger when the new CEO, Steve Ward, was replaced by Bill Amelio, an ex-Dell executive. This raised questions as to whether Lenovo was able to build a diverse top management team that could successfully run a global business. / Series: WU Case Series