[摘 要]：ABSTRACT As Carly Fiorina (the Former CEO of Hewlett-Packard) said in her memoir, the most two important and main things in this modern century were Globalization and Informationization, and what she did for HP in her six years tenure were..ABSTRACT As Carly Fiorina (the Former CEO of Hewlett-Packard) said in her memoir, the most two important and main things in this modern century were Globalization and Informationization, and what she did for HP in her six years tenure were to propel HP into the internet age and the global market. lenovo followed the same notion. They re-structured their Logistic Management System by internet network based MICS (Management Information & Communication System) from 2000 until now, and taken-over the IBM’s PC Business to enter the global market in 2004. These two business behaviours related to two organization tasks Strategic Changing Management and Strategic Re-engineering. For any organization, they need changes to acclimatize themselves to the changing internal and external environments. There are a lot of changing approaches and methods, Merger and BPR (Business Process Reengineering) are two majors of them. Both of them are in order to fit with the changes, but merger is based on the take-over and extending of the business scope or scale of the organization; and BPR is based on digging the potential, optimizing process or structure, and improving the efficiency of the business itself. Some large companies consolidated their power and status by merger with their competitors, cooperators, or relative industries; however, more of companies survived the economical crisis by improving themselves. Most of times, the merger will copy their successful experience into the merged company. But sometimes, the merger also will be followed with a BPR to combine their businesses, structures and cultures, optimize incongruous processes, and reduce the repeated departments or bureaucracies. After Lenovo took the BPR in 2000 and the Merger in 2004, they are still continuing the reengineering to combine the different country cultures and organization cultures, they not only copy their supply/ manufacture process to the new company, but also learn the management method and purchase channels from previous IBM PC business, which both are the advantages from these two companies respectively. In this dissertation, I will try to use the cases of Lenovo to study the related theories and methods of the Strategic Changing and Strategic Re-engineering, including the Merger, BPR, and Continuing Reengineering. At the same time, I will try to find out the practical problems and the resolution in the Lenovo’s growth within this case study. chapter 1 – Introduction (1.1 Introduction 1.2 Background of the Study 1.3 Problem Statement 1.3 Objectives of Research 1.4 Significance of the Study 1.5 Scope and Limitations Chapter 2 – Literature Review 2.1 Introduction 2.2 Search Process 2.3 Theoretical Literature 2.3.1 IT, IS and CBIS 2.3.2&n
