Lenovo which is the biggest PC maker in China has showed great performances since IBM PC division integration in 2005. So, this paper tried to analyze the major factors which make Lenovo be successful in the IBM merging and in getting a better performance than that was expected before. This paper took the performance centric approach with having an interest on the future development strategy rather than the process centric approach with focusing on a specific case analysis, the IBM deal. Firstly this paper rearranged the SR(Social Responsibility) activities on the Lenovo’s value chain on the assumption that Lenovo has tried to establish its own sustainable development model. In addition its SR activities mostly turned out to be close to the strategic CSR(Corporate Social Responsibility), which pursues corporate interests and public interests simultaneously while increasing each size of interest. At the analysis for stakeholder model of Lenovo, this paper managed six interest groups of Lenovo; shareholders(investors), customers, employees, suppliers, competitors, and local society(country). Consequently Lenovo makes all efforts to increase its revenue and operational margin but it also tries to take a balanced approach to each stakeholder’s interest. Also it can argue that SR activities and stakeholder model of Lenovo are very useful in proceeding three assignments to overcome the limitation which resulted by the characteristics analysis for Lenovo’s development process for last 20 years. Furthermore the SR activities and stakeholder model of Lenovo have a beneficial effect on forging a sustainable development basis for Lenovo.

Lenovo which is the biggest PC maker in China has showed great performances since IBM PC division integration in 2005. So, this paper tried to analyze the major factors which make Lenovo be successful in the IBM merging and in getting a better performance than that was expected before. This paper took the performance centric approach with having an interest on the future development strategy rather than the process centric approach with focusing on a specific case analysis, the IBM deal. Firstly this paper rearranged the SR(Social Responsibility) activities on the Lenovo’s value chain on the assumption that Lenovo has tried to establish its own sustainable development model. In addition its SR activities mostly turned out to be close to the strategic CSR(Corporate Social Responsibility), which pursues corporate interests and public interests simultaneously while increasing each size of interest. At the analysis for stakeholder model of Lenovo, this paper managed six interest groups of Lenovo; shareholders(investors), customers, employees, suppliers, competitors, and local society(country). Consequently Lenovo makes all efforts to increase its revenue and operational margin but it also tries to take a balanced approach to each stakeholder’s interest. Also it can argue that SR activities and stakeholder model of Lenovo are very useful in proceeding three assignments to overcome the limitation which resulted by the characteristics analysis for Lenovo’s development process for last 20 years. Furthermore the SR activities and stakeholder model of Lenovo have a beneficial effect on forging a sustainable development basis for Lenovo.