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Zeitschrift Hochschule und Weiterbildung (ZHWB), 2014/2: Wissenschaftliche Weiterbildung und Hochschuldidaktik

Internationales Asienforum, Bd. 30 Nr. 1-2 (1999): Internationales Asienforum

Ein zentrales Ziel des Bund-Länder-Wettbewerbs Aufstieg durch Bildung: offene Hochschulen ist es, den Ansatz des Lebenslangen Lernens im deutschen Hochschulsystem stärker zu verankern. Die Arbeit mit heterogenen, zum Teil für die Hochschulen neuen Zielgruppen hat vielfältige Implikationen - auch in Bezug auf die Gestaltung der Lehr-Lern-Formate. Diese stehen im Mittelpunkt des Teilprojektes Zielgruppengemäße Studienformate der Deutschen Universität für Weiterbildung (DUW). In diesem Band wird die zugrunde liegende Vorstellung einer Theorie-Praxis-Verzahnung an den Hochschulen auf ihre Eignung für das 21. Jahrhundert diskutiert. Dreh- und Angelpunkt ist dabei aus didaktisch-inhaltlicher Sicht vor allem die Orientierung an Kompetenzen und Lernergebnissen sowie die zentrale Rolle von Lehrenden. Der Band schließt mit einem international inspirierten Ausblick auf eine mögliche Zukunft der Hochschulen als Hochschulen des Lebenslangen Lernens. (Verlag)

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

The Anthology of International Collaboration is a peer-refereed academic journal of a new kind. The Anthology is the compilation of works of students from different universities who worked together in providing solutions, ideas or analysis for the companies. The Anthology book is dedicated to business people, academics or students who want to learn about the real-life challenges and issues that are faced by current companies.