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Lenovo 2009: The Role of Board Chairperson in a Turnaround

Neng Liang; Ziqian (Stella) Zhao; Mike Useem;

商品編號:9B16M079
出版日期:2016/05/15
再版日期:2016/05/15
商品來源:Ivey
商品主題:General Management/Strategy; International Business
商品類型:Case (Field)
涵蓋議題:internationalization;mergers and acquisitions;M&A;corporate governance;integration
難易度:5 - MBA/Postgraduate
內容長度:13 頁
地域:China
產業:Manufacturing;
事件年度:2009

Lenovo, China’s largest personal computer manufacturer, had just replaced its American chief executive officer (CEO), the third replacement since the company’s 2005 acquisition of IBM’s personal computer business. The leadership shakeup was seemingly caused by the worsening conditions in Lenovo’s key target market and the company’s subsequent disastrous financial loss, but, in reality, the reasons were more complicated. Lenovo was dealing with the most challenging internal issues that a globalizing Chinese company could experience: retaining international executives under severe distress, integrating two companies with distinct cultural roots, and dealing with changed power relations on the board, including the awkward relationship between a Chinese executive chairperson and a foreign CEO.

教學手冊:8B16M079;
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