Lenovo-IBM: Bridging Cultures, Languages, and Time Zones Becoming a Global Leader (C)

Stahl, Günter and Lengyel, Andras (2013) Lenovo-IBM: Bridging Cultures, Languages, and Time Zones Becoming a Global Leader (C). WU Case Series, 6. WU Vienna University of Economics and Business, Vienna.

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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.

Item Type: Paper
Additional Information: Lenovo Group / Mergers and Acquisitions / IBM Corporation / Internationales Management
Classification Codes: RVK QP 450, QP 305
Depositing User: ePub Administrator
Date Deposited: 16 May 2013 11:22
Last Modified: 22 Oct 2019 00:41
URI: https://epub.wu.ac.at/id/eprint/3873

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