Based in China, Lenovo is one of the largest computer brands in the world. Several years ago Lenovo purchased IBM's PC business and now sells more computers to retail customers and businesses than any company in the world. From its base in China, it is moving aggressively into global markets, especially emerging countries like India. Visit Lenovo's website at lenovo.com, and review some of the latest developments. In particular, pay close attention to its product line and international expansion. Using the country/language tab in the upper center of the screen, choose three different countries where the firm is doing business one from the Americas, one from Europe, and one from Southeast Asia or India. (The sites are all presented in the local language, so you might want to make India your choice because this site is in English.) Compare and contrast the product offerings and ways in which HP goes about marketing itself over the Web in these locations. What do you see as some of the major differences? Second, using Figure 6-2 and Table 6-3 as your guide, in what way are differences in organizational cultures internationally likely to present significant challenges to Lenovo efforts to create a smooth-running international enterprise? Look a the web page showing Lenovo's leadership team. What do you notice? What would you see as two of the critical issues with which management will have to deal? Third. what are two steps that you think Lenovo will have to take in order to build multicultural team effectiveness? What are two guidelines that can help it do this?
Figure 6-2: Organizational Cultures

Source: Adapted from Fons Trompenaars, Riding the Waves of Culture: Understanding Diversity in Global Business (Burr Ridge, IL: Irwin, 1994), p. 154.
Table 6-3: SCharacteristics of the Four Corporate Cultures

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Equity Fulfillment-oriented Project-oriented culture culture INCUBATOR GUIDED MISSILE Person Task Emphasis Emphasis FAMILY EIFFELTOWER Power-oriented Role-oriented culture culture Hierarchy Characteristic Family Diffuse relationships Relationships between employees to organic whole to which one is bonded. Attitude toward authority Status is ascribed to parent figures who are close and powerful. Ways of thinking and learning Intultive, holistic, lateral, and error correcting. Attitudes toward Family members. people Ways of changing "Father" changes course. Ways of motivating Intrinsic satisfaction and rewarding in being loved and respected. Management by subjectives. Criticism and conflict resolution Turn other cheek, save other's face, do not lose power game.