[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

[摘要]：抽象的惠普前首席执行官卡莉·菲奥莉娜（）在她的回忆录中说，最多有两个重要的和主要的东西，在这个现代化的世纪是全球化和信息化，以及她为惠普在她6年任期抽象的惠普前首席执行官卡莉·菲奥莉娜（）在她的回忆录中说，最重要的和主要的东西在这个现代化的世纪是全球化和信息化，和她做了什么HP在她6年任期推动惠普进入互联网时代和全球市场。联想遵循相同的概念。他们重新构建自己的物流管理系统，基于互联网络的MICS（管理信息及通信系统），从2000年到现在为止，并采取对IBM的PC业务进军全球市场在2004年。这两个相关的商业行为两个组织的任务战略变更管理和战略重整。对于任何一个组织，他们需要改变以适应自己不断变化的内部和外部环境。不断变化的途径和方法有很多，合并和BPR（业务流程再造）是其中的两场大满贯赛。他们两人都是为了适应变化，但合并的基础上接管和延伸业务范围或规模的组织;和BPR基础上挖潜力，优化工艺或结构，提高业务本身的效率。一些大公司巩固他们的权力和地位，通过与他们的竞争对手，合作伙伴，或者相对于行业的合并，但是，更多的公司通过改善自己的经济危机中幸存下来。大多数的时候，合并将他们的成功经验复制到合并后的公司。但有时，合并也将随后与BPR的结合自己的业务，结构和文化，优化不协调的过程，减少重复的部​​门或官僚。联想采取了BPR在2000年和2004年合并后，他们仍继续结合不同国家的文化和组织文化的再造，他们不仅复制他们的供应/制造过程到新的公司，还要学会管理方法和购买渠道从以前的IBM PC业务，都是分别从上述两家公司的优势。在这篇论文中，我会尝试使用的情况下，联想的研究战略的变化和战略重整的相关理论和方法，包括合并后，业务流程再造，持续再造。与此同时，我会试着找出在联想的成长在这种情况下，研究和解决的实际问题。第1章 - 简介（1.1引言1.2研究背景1.3问题陈述1.3目标1.4研究意义1.5研究的范围和限制第2章 - 文学评论2.1简介2.2搜索过程2.3理论文学2.3.1 IT，IS和CBIS 2.3 .2＆N