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 论文编号：
org200808111641173681 |
| 论文属性：
thesis |
| 论文语言：English |
| 论文国家：U.K. |
| 登出日期： 2008-08-11 |
| 字数： 9129 |
| 源程序：
无 |
| 价格：
免费论文 |
| 注明： |
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| 论文大纲，目录 |
| 关键词搜索：Lenovo Manages Values Difference Merger of IBM |
en when those constituencies’ expectations were contradictory. Cameron found that highly effective organizations performed in contradictory ways to satisfy contradictory expectations.
This notion is important because the benison theory is one, which looks at an organization’s ability to “hold” the paradoxes both internal and external to the organization and to respond in ways, which display simultaneous stability and adaptability, flexibility and consistency, and internal and external focus.
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
This chapter describes the research design in the study and the procedures for data collection and data analysis. Research design, according to Malhotra et al. (2004), is a framework or blueprint for conducting the research project. It details the procedures necessary for obtaining the information needed to structure or solve research problems. Research design specifies the details of implementing the project and laying the foundation for conducting the project. The study is qualitative and quantitative and therefore a detailed presentation of this approach and the research methodologies will be discussed along with the purpose of the study. The quantitative segment of the research is to provide numeric value and reinforce what the researcher learned from the interviews and observations. This chapter contains five parts: research perspective, research approaches, research strategies, research method, and researc英语论文网 【http://www.51lunwen.org】h analysis method.
3.2 Research Perspectives
Lenovo (after the merger of IBM) was selected as the target of the study because of the significant differences between the national cultures: China being Eastern with a strong Confucian influence and the Western culture influence. Scholars indicate that this type of cross-cultural business setting often presents a multitude of complexities for managers. The ability for managers, whose work values and practices generally reflect their national c, ulture, to communicate and interact with employees from other cultures requires knowing the other culture and the employees’ preferred style of management behavior. The focus of this research was to identify the work values, beliefs and assumptions of the Chinese employee from the perspective of the Original IBM Sectors (OISs) manager in the areas of employee selection, training, evaluation, promotion, decision-making and interaction with the employee. The research would also seek to understand the methods Original IBM Sectors (OISs) managers have taken toward achieving their goal of selecting and utilizing preferred management behaviors. More specifically, the research would indicate if the foreign value systems were so different and ingrained and thus prevent the “expat” manager from transferring the preferred management practices utilized in the U.S. This would then require the manager to select a style of management other than those used in the U.S. and prevent the used of global
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