IBM in China: Designing a Stakeholder Assessment Team

Steven White

Research output: Other contributionCase Studies


To more effectively manage relationships with critical stakeholders in order to develop and implement corporate and business strategy, a firm must first understand how those stakeholders perceive the firm. Henry Chow, the head of IBM Greater China, saw a need for a more systematic approach to assessing how each major group of stakeholders sees IBM Greater China and its performance as a corporate citizen (under the broad rubric of corporate social responsibility). In recent years in China, this has been particularly important as the government has begun to push a broad social development agenda and expects firms to play a major role in realizing its social objectives. This case asks students to design a team that would be most appropriate for gathering and consolidating information from key stakeholders to serve as an input into IBM Greater China’s strategic planning.
Original languageEnglish
Number of pages9
Publication statusPublished - 1 Jan 2008

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Published by

China Europe International Business School


  • China Market
  • Corporate Social Responsibility (CSR)
  • Government Relations
  • IBM(International Business Machines Corporation)
  • Multinational Corporation (MNC)
  • Stakeholder

Case studies discipline

  • Business & Government Relations
  • Strategy
  • Ethics & Social Responsibility

Case studies industry

  • Information, Media & Telecommunications


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