Academic literature on the topic 'Lenovo Group'

In applying for the Curiosity Creates grant, my colleague Jane Breen and I wanted to promote our new In Be-Tween Room, a space designed to showcase tween books as well as provide technology (including a Lenovo touch table and a Wii U gaming system) and encourage reading among that age group.

Since the development of Chinese firms, more and more Chinese firms would like to operate their business over the world to increase their strength. For the difficulty of expanding the scale of the company in a short term, many Chinese firms made use of strategy asset seeking to achieve their goal. This article will develop the evidence of Haier Group and Lenovo Group and find the role and effect of their outward strategy asset seeking.

ABSTRAK:�Sandiwara lenong yang bersifat humor diduga memiliki beberapa jenis prinsip kerja sama�yang terdapat di dalam dialognya. Dialog lenong yang dilakukan tanpa naskah dan memaksimalkan improvisasi antarpemeran menyebabkan terjadinya humor spontan. Maka dari itu, tujuan penelitian ini adalah untuk mendeskripsikan dan menemukan jenis-jenis maksim kesantunan yang terdapat dalam dialog lenong Betawi. Judul lenong yang diteliti dalam penelitian ini adalah �Anak Durhaka� yang dipentaskan oleh grup Sanggar Surya Kencana. Data penelitian ini diperoleh dari pertunjukan lenong yang diadakan oleh Lembaga Budaya Betawi di Jurang Mangu Timur, Tangerang Selatan. Penelitian kualitatif ini menggunakan metode analisis isi dengan kriteria analisis didasarkan pada teori prinsip kerja sama�yang dikemukakan oleh Grice. Analisis dan interpretasi data dalam penelitian ini menunjukkan bahwa dalam dialog leonog �Anak Durhaka� terdapat�maksim kesantunan. Hasil dari kajian tersebut menunjukkan bahwa pelanggaran maksim memiliki jumlah temuan terbanyak. Hal itu mengindikasikan bahwa dalam dialog lenong terdapat banyak pelanggaran maksim sehingga memunculkan percakapan humor.KATA KUNCI:�Pragmatik; prinsip kerja sama; lenong betawi.�>COOPERATION PRINCIPAL IN THE "ANAK DURHAKA" LENONG BETAWI DIALOGUE�ABSTRACT: Humorous lenong play is thought to have some kind of cooperation principles contained in the dialogue. The dialogue of lenong spoken without the script and maximizing the improvisation led to the occurrence of spontaneous humor. Therefore, the purpose of this study is to describe and find the types of maxims of politeness in the lenong dialogue. The title of lenong studied in this research is "Anak Durhaka" performed by Sanggar Surya Kencana Group. The data of this research is obtained from lenong performances held by Lembaga Budaya Betawi in Jurang Mangu Timur, South Tangerang. This qualitative research using the method of content analysis with the criteria of analysis based on the theory of cooperation proposed by Grice. The analysis and interpretation of the data in this study indicates that in the dialogue of lenong "Anak Durhaka" there is fulfillment and maximal abuse of cooperation. The results of the review indicate that the maximal breach has the highest number of findings. This results indicates that in lenong there are many violations of the maxim so as to bring up the conversation of humor.�

Purpose Over the decade the trend of Global Fortune 500 firms has shown significant changes – Japanese and Chinese firms in particular. The purpose of this paper is to present trend analysis of Global Fortune 500 – Japanese and Chinese firms. Key research questions are: what are the relevant macro-level changes that have affected the growth and decline of Japanese and Chinese firms? What are the industry-level changes that have occurred in Japanese and Chinese firms in terms of firm characteristics and financial performances? What are the lessons and implications from the firms added to or removed from Global Fortune 500? Data analysis is conducted based on Fortune database from 1995 to 2013. Design/methodology/approach The study employs descriptive analysis to examine the trend of Japanese and Chinese firms listed in Global Fortune 500 including: based on revenue and profit figures from 1995 to 2013; the authors perform trend analysis for each of those five types from 1995 to 2013; the authors replicate the analyses for different industry types in terms of the above five types; the authors compare the performances of Japanese and Chinese firms; based on 2011-2013 data, the authors conduct more in-depth analysis for selected firms. Findings The findings suggest five distinct types of firms including “Sustainables,” “New Comers,” “Move Ups,” “Decliners,” and “Drop Outs”; it is interesting to note that the changes in Global Fortune 500 firms suggest how these two countries show their relative competitive advantage. Chinese firms show steady flows of new firms that join in the rank of Global Fortune 500 whereas Japanese firms suggest continuous drop of firms that move out of Global Fortune 500 firms. As China increases its size of economy, state-owned financial institutions, resource-focus firms (e.g. mining and petroleum) firms also rapidly increased its overall size. Although the number is still small, privately owned Chinese global firms (e.g. Lenovo, Huawei, Zhejiang Geely Holding Group, Ping An Insurance) also are now listed as Global Fortune 500 firms. In contrast, Japanese firms that lost their global market positions steadily disappeared from Global Fortune 500 firms. Representative firms include Daiei, Mitsubishi Motor Company, and NEC. Research limitations/implications One limitation of the analysis on financial indicators is that the authors select only a few firms and focus only on two time points. Nevertheless, it provides the authors information about the financial factors that characterize the two types of Global Fortune 500 firms. Moreover, it opens up new opportunities for future research. Practical implications Factors that influence the behaviors of Global Fortune 500 firms suggest both external environmental and internal managerial factors. Although serious external factors (e.g. Global Financial Crisis) affect the outcomes of these competitive positioning, it is still the managerial leadership that makes differences in cases of many Japanese firms. To Japanese firms maintaining domestic advantage is not enough to sustain their position in Global Fortune 500. Global competitiveness matters. On the other hand, it is unclear whether changes occurring in Chinese firms are more managerial than externally dictated. In case of many Chinese financial firms and resource rich firms, the huge domestic advantage has much to do with their position in Global Fortune 500. Originality/value This is the first trend analysis that examines the Global Fortune 500 firms from Japan and China. The authors identify five types of firms that would be an important basis for the further benchmarking studies of Global Fortune 500 firms in other counties (e.g. the USA, Germany, Korea, and other Emerging Economies – Russia, India, Brazil).

Lenong Betawi is one of community theatrical performance that still exists. It has a significant role in criticizing current social life. This paper aims to find Leech�s politeness principle in the Lenong Betawi humorous dialogue entitled �Anak Durhaka.� A story staged by Sanggar Surya Kencana group and held by Betawi Culture Institute. The method used was a content analysis by using politeness principle of Leech. The percentage results of fulfillment politeness maxims obtained 12.28% for agreement maxim, 10.52% for tact maxim, 8.11% for sympathy maxim, 2.41% for generosity maxim, 1.97% for approbation maxim, and 0.87% for modesty maxim. It means that agreement maxim as the highest and modesty maxim as the lowest fulfillment politeness maxims in Lenong Betawi humorous dialogue. Meanwhile, the percentage results of violation politeness maxims obtained 9.21% for agreement maxim, 2.63% for tact maxim, 13.81% for sympathy maxim, 4.16% for generosity maxim, 20.83% for approbation maxim, and 13.15% for modesty maxim. It means approbation maxim as the highest and tact maxim as the lowest violation politeness maxims in Lenong Betawi humorous dialogue. Finally, it can be concluded that the violation politeness maxims is more found than fulfillment politeness maxims in Lenong Betawi humorous dialogue entitled �Anak Durhaka.�

Nerijus Bičkauskas, Gintaras Žukauskas, Gintaras Apanavičius, Marijus GutauskasVilniaus miesto universitetinės ligoninėsKraujagyslių chirurgijos skyriusAntakalnio g. 57, LT-10305 VilniusEl paštas: nnnb@post.omnitel.net Įvadas / tikslas Pasaito kraujagyslių rekonstrukcinės operacijos sudaro nedidelę kraujagyslių rekostrukcinių operacijų dalį, stambiausiose klinikose – tik iki 0,5% rekonstrukcinių operacijų kiekio. Pagerėjus diagnostikai, lengviau sprendžiama operacijos tikslingumo problema, tačiau kontroversiški lieka operacinės taktikos klausimai. Labiausiai paplitusios antegradinė ir retrogradinė kraujotakos atkūrimo operacijos. Antegradinė kraujotakos atkūrimo operacija turi pranašumų. Tačiau jos apimtis yra gerokai didesnė. Retrogradinis kraujotakos atkūrimas yra lengvesnė operacija ir dėl to palankesnė senyviems ligoniams. Mūsų siūloma metodika atlikti šuntą su lengvu linkiu yra optimali, leidžia išvengti šunto perlinkių, be to, anastomozė gula tolygiau, sugrąžinus žarnas į pirminę padėtį. Darbo tikslas – palyginti tiesaus šunto ir lenkto šunto efektą. Ligoniai ir metodai Nuo 1998 metų iki 2003 metų operuoti 29 ligoniai (17 vyrų ir 12 moterų). Iš jų 18 atliktas lenktas šuntas, 11 – tiesus šuntas. Taikytas retrogradinis kraujotakos atkūrimo metodas. Vidutinis ligonių amžius – 68,7 metų. Visi ligoniai tirti ultragarsu ir angiografiškai. Ligonio operacijos taktiką pasirinkdavo pats chirurgas. Rezultatai Operacijos metu kraujotaka buvo atkuriama į geresnį kolateralių tinklą ar kelias pilvo visceralines šakas. Siuvama šunto medžiaga (protezas ar autovena ) abiejose grupėse buvo panaši. Pooperacinių mirčių nebuvo. Stebint ankstyvuosius ir vėlyvuosius rezultatus paaiškėjo, kad I grupėje, kuriai buvo atliekamas lenktas šuntas, vienam ligoniui pasireiškė restenozė, II grupėje, kuriai buvo siuvamas tiesus šuntas, pasitaikė viena restenozė ir dvi šunto trombozės (1 ligonis operuotas skubos tvarka). Vėliau išgyvenamumas, klinikinis ir ultragarsinis efektas liko panašūs. Išvados Taikant ilgo lenkto šunto techniką, galima išvengti šunto perlinkio ir trombozės ar distalinės anastomozės susiaurėjimo, todėl naudojant šią techniką retrogradinė pilvo aortos visceralinių šakų kraujotakos atkūrimo operacija tampa gana veiksminga. Ji yra saugesnė, nei tradicinė tiesaus šunto technika. Prasminiai žodžiai: pasaito kraujagyslės, lėtinė žarnyno išemija, retrogradinė rekonstrukcija Retrograde mezenteric revascularisation for patients with chronic visceral ischemia Nerijus Bičkauskas, Gintaras Žukauskas, Gintaras Apanavičius, Marijus Gutauskas Background / objective Occlusive disease of mezenteric vessels makes only a small part of all vascular surgical cases. According to literature, mezenteric revascularization makes about 0.5% of all reconstructive operations. Improvement of diagnostic procedures led to a more precise selection of the patients for surgery, while the surgical technique remains quite controversial. Most widely accepted is the antegrade and retrograde revascularization of mezenteric arteries. The main disadvantage of antegrade revascularization is a difficult, long and traumatic procedure. Retrograde revascularisation is significantly less traumatic, what is very important for elderly and severely sick patients. The disadvantage of this procedure – if the graft is positioned straight – is kinking of the graft, which can lead to thrombosis. The method proposed by us – positioning of the graft with a soft kinking – in our opinion, is optimal, as it allows to avoid sharp kinking and thrombosis of the graft, anastomosis is located in a more anatomic position, and the bowels are located in the most physiological position after surgery. Patients and methods From January 1998 till December 2003, 29 patients were treated by revascularization of mezenteric arteries – all by the retrograde method. In 18 cases bypass was performed with soft kinking (group I), and in 11 cases strait bypass was inserted (group II). The mean age of the patients was 68.7 years. There were 17 male and 12 female patients in the group. All patients were investigated by Dupplex-scan and aortography. Bypass was inserted to the artery with a better collateral network or to several visceral arteries. The use of graft material (autologous vein or prosthetic graft) was similar in both groups. The choice of the procedure was at the discretion of the operating surgeon. Results There was no deaths in the immediate postoperative period. In remote postoperative period we observed 1 restenosis in group I (retrograde revascularization with a soft graft kinking). In group II, where strait graft was inserted, we observed 1 restenosis, and in 2 cases thrombosis of the graft was observed (one of them was operated on on emergency basis). In the remote period, the survival rate, clinical and Dupplex-scan results were similar. Conclusions The advantages of retrograde revascularization are less operative trauma, possibility to perform simultaneously reconstruction of aorto-iliac as well as renal arteries. Positioning the graft with a soft kinking showed better postoperative results, allowing us to propose it as a method of choice for mezenteric reconstructive surgery. Keywords: mezenteric vessels, chronic visceral ischemia, mezenteric revascularisation

AbstractThe genetic diversities of 72 individuals from three wild Lenok populations of Mudanjiang River (MD), Yalujiang River (YL) and Wusulijiang River (WSL) in the northeast of China were analysed using amplified fragment length polymorphism (AFLP) markers. The results showed that 541 polymorphic loci out of 559 were amplified by 12 primer pairs and the percentage of polymorphic loci was 96.78%. Shannon indices for the MD, YL and WSL populations were 0.3988±0.2913, 0.3254±0.3037, 0.2125±0.2862, respectively, and Nei's gene diversity indices were 0.2737±0.2062, 0.2229±0.2129, 0.1446±0.1985, respectively. The average total genetic diversity (Ht) was 0.3512±0.0.0208 and the average genetic diversity within populations (Hs) was 0.2137±0.0152. Among the three populations, the average genetic distance (Dst) was 0.1375 and the gene differentiation coefficient (Gst) was 0.3914. The genetic diversity was 60.85% within populations and 39.15% among populations. The gene flow index (Nm) was 0.7776. The analysis of molecular variance (AMOVA) indicated that the average fixation index (Fst) was 0.55336. The variance was 55.16% within populations and 44.84% among populations. The highest polymorphism ratio was in the MD group and the lowest in the WSL group.

This article presents preliminary findings of the oral history project on the subject of the soldiers of the People’s Troops of Poland. Testimonies of ca. 40 “People’s Poland” veterans were recorded (giving more than 2000 hours of audio recordings). These soldiers fought on the Eastern Front, participating in, among others, the battles of Lenino, Budziszyn, and Berlin. The article describes the interviewed group and defines the method applied when conducting the interviews. It also gives a short account of how the interviewed were conscripted into the People’s army. The main part of the article is devoted to pointing to the similarities in the veterans’ accounts. These common elements include interspersing a personal narrative with a broad historical context, underlining that in their individual actions during the war and after it they encountered situations from which there was no escape, using the propaganda expressions dating back to the times of the Polish People’s Republic, and the feeling of being omitted (as a whole group of veterans of the People’s Troops) from the sphere of historical memory after 1989. In the last part of the article, plans for a monograph based on the project are presented.

The focus of this case lies in the post-merger integration issues that Lenovo had to master in order to extract full value as well as synergies from its acquisition. The time span analyzed is from the merger until approximately one year after. The case describes the "Best of Both Worlds" integration approach adopted by Lenovo and the top management team's attempts to set aside egos and learn from each other, as well as to make decisions that are in the best interest of the new company, e.g., the decision to move the corporate headquarters to the US and to use English as the working language. The case illustrates the significant cultural differences separating the two companies and draws attention to the first major difficulties starting only eight month after the merger when the new CEO, Steve Ward, was replaced by Bill Amelio, an ex-Dell executive. This raised questions as to whether Lenovo was able to build a diverse top management team that could successfully run a global business. (author's abstract)
Series: WU Case Series

The case describes the audacious acquisition of an American icon, IBM, by a Chinese computer manufacturer, Lenovo. The time frame spans from the pre-merger time until a few months after the IBM deal. In 2005, when Lenovo was the ninth largest PC maker in the world, it acquired IBM's PC business to become a global player in the PC industry. The case offers background information on the development of Lenovo, describes the Chinese company's approach to establish itself in the global market, and contrasts the pre-merger cultures of Lenovo and IBM. A chronological depiction of how this deal came about highlights potential synergies but draws attention to various socio-cultural integration challenges to come. Will a company that grew in a communist system, is partly state-owned, and until the merger sold exclusively in China succeed in the leap to managing a global US-centric business?
Series: WU Case Series

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.
Series: WU Case Series

碩士
國立臺灣大學
商學研究所
103
In the past few years, the emergence of new entrants from mainland China have been rapidly growing and becoming influential in international markets. Among these new players, the Lenovo Group in the personal computer industry has had extremely fast growth, rising from a regional player to a world-leading dominant actor (rank first in PC manufacturers) within only 8 years. The company adjusted their core capabilities continuously through acquiring stronger competitors and leverage internal sources to sustain their competitive advantages in changing environments. Therefore, an understanding towards the strategies used by Lenovo may provide practical suggestions for companies in similar situations. This study aims to examine the motives, learning process and sequential capabilities development in Lenovo, by the different phases through employing the structure of dynamic capabilities theory. The elaboration of this purpose is to identify the growth strategies implemented by Chinese Multinational Enterprises (MNEs) to expand abroad through the qualitative method. The results reveal Lenovo’s evolutionary progress with reference to external environments. The company leverages its core capabilities including distribution and services, technological and brand advantages, supply chain, and government supports in order to contain its competitive advantages. The conclusion presents the possibility to extend the experience of China to other developing economics.

Lindeman published the first andragogy idea in America. It was later that Knowles got serious with andragogy by engaging numerous practitioners in successfully applying andragogy in 33 different groups within seven educational and societal categories. Henschke's Modified Instructional Perspectives Inventory (MIPI) helped substantiate Drinkard's finding that nurses schooled in an andragogy doctoral program are more trusting of students than nurses doctoral educated in nursing. The MIPI was used successfully in 30 doctoral dissertations. Bellamio from Xerox Corporation in Italy was a force in applying andragogy with Italian HRD professionals. Isenberg coupled andragogy with internet learning. Henschke successfully applied andragogy between 1985 and 2009 with 1,128 Brazilian adult educators in 28 workshops within 21 states in 36 entities. LeNoue et al. vigorously asserted that in a world increasingly characterized by digital connectivity, lifelong learning requires andragogues specialized in digitally mediated learning environments. This chapter explores all of this.