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tion 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 research 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 strategies.
Lenovo was selected not only due to the vast national culture difference, but also because it is running in an emerging economy. This study sought to understand the role of China’s economic development and the impact it has on preferred management behavior. The country has been undergoing a process of rapid economic growth and as a result, exposes China to the effects of rapid industrialization and international dynamics. Furthermore, China has vast natural resources. The government, in its parental role, has created tremendous drive and support to train and educate the people to be productive. The government looks at human resources as their resource in the new era. The government also actively courts MNC to locate and expand their business in China.
This study sought to understand the role of China’s economic development and the impact it has on preferred management behavior. The theories of divergence vs. convergence were analyzed as the study attempted to identify cultural values that Chinese and the Chinese workforce in particular were changing or giving up and in exchange embracing Western values.
3.3 Research Approaches
Quantitative research uses mathematical analysis that can reveal statistically significant differences (Gate& McDaniel, 1998). Qualitative research is the study of using descriptive analysis to reveal significant differences. The types of research could be descriptive or causal. It has a large sample size and varied information per