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How Lenovo Manages Values Difference after the Merger of IBM

ABSTRACT
CHAPTER ONE: INTRODUCTION
1.1 Background for Research
1.2 Research Problem
1.3 Research Objectives
1.4 Target Respondents
1.5 Unit of Analysis
1.6 thesis Outline
CHAPERTER TWO: LITERATURE REVIEW
2.1 Culture
2.2 Chinese Culture
2.3 Modern Practices of Confucianism in China
2.3.1 Filial Piety
2.3.2 Son Preference
2.3.3 Kinship Network
2.4 The Influence of Culture on Human Resource Management (HRM)
2.5 The Impact of Culture on Individual and Organizational Outcomes
2.5.1 Employee Attitudes and Perceptions
2.5.2 Organizational Performance
2.6 Human Resource Management (HRM)
2.7 Corporate Performance
2.7.1 Definitions of Performance
2.7.2 Performance Models
CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
3.2 Subjects
3.3 Procedures
3.4 Selection of Respondents
3.5 Data Analysis
CHAPTER FOUR: RESEARCH FINDINGS
4.1 Introduction
4.2 Survey Findings
4.2.1 General Profile of Respondents
4.2.2 General Profile of Respondents to the Questionnaire
4.2.3 Cross-Tabulation of Responses to Questionnaire
4.3 Interviews with Two Human Resource Managers in Original IBM sectors
CHAPTER FIVE: CONCLUSION ON RESEARCH
5.1 Introduction
5.2 Conclusion Relating to the Research Problem
5.2.1 Employee Selection
5.2.2 Performance Appraisal
5.2.3 Employee Training
5,3 Conclusion on Research Findings
CHAPTER SIX: IMPLICATIONS AND DIRECTIONS FOR FUTURE RESEARCH
6.1 Introduction
6.2 Implications of Practice
6.3 Limitations of Study
6.4 Implications for Future Research
REFERENCES
APPENDICES