Managing human resources in cross-border alliances /:
Considers the growing importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. Featuring case-studies and other added value features, this is an essential text for students of HRM.
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Weitere Verfasser: | , |
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
London ; New York :
Routledge,
2004.
|
| Schriftenreihe: | Routledge global human resource management series.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Considers the growing importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. Featuring case-studies and other added value features, this is an essential text for students of HRM. |
| Beschreibung: | "Simultaneously published in the USA and Canada"--Title page verso |
| Beschreibung: | 1 online resource (xiv, 251 pages) : illustrations |
| Bibliographie: | Includes bibliographical references (pages 222-241) and index. |
| ISBN: | 0203451236 9780203451236 0415369479 9780415369473 0415369460 9780415369466 9786610022724 6610022720 0429232217 9780429232213 1134202415 9781134202416 1280022728 9781280022722 1134202407 9781134202409 |
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| 100 | 1 | |a Schuler, Randall S. | |
| 245 | 1 | 0 | |a Managing human resources in cross-border alliances / |c Randall S. Schuler, Susan E. Jackson, and Yadong Luo. |
| 260 | |a London ; |a New York : |b Routledge, |c 2004. | ||
| 300 | |a 1 online resource (xiv, 251 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 347 | |a data file | ||
| 490 | 1 | |a Routledge global human resource management series | |
| 500 | |a "Simultaneously published in the USA and Canada"--Title page verso | ||
| 504 | |a Includes bibliographical references (pages 222-241) and index. | ||
| 505 | 0 | |a Managing human resources in cross-border alliances : Strategic alliances among firms ; Human resource management ; The multiple stakeholder model ; Theoretical perspectives for understanding HRM in IJVs -- International joint ventures : Ownership structures ; The importance of international joint ventures ; Challenges and risks associated with building IJVs ; Reasons for forming an IJV ; Basic assumptions made about IJVs ; Failure rates of IJVs ; Criteria for success and failure ; Four-stage model of IJVs ; Conclusion ; Case example: Fujitsu in Spain: barriers to alliance management -- Managing human resources in international joint ventures : Guidelines for managing human resources in IJVs ; Conclusion ; Case example: HR challenges in the IJVs at Rolls-Royce PLC -- International merger and acquisitions : Types of international mergers and acquisitions ; Reasons for international mergers and acquisitions ; Track record ; Reasons for failure ; Reasons for success ; Three-stage model of mergers and acquisitions ; Conclusion ; Case example: Strategic partnership at DaimlerChrysler -- Managing human resources in international mergers and acquisitions : Managing HR issues during Stage 1 (pre-combination) of IM & As ; Managing HR issues during Stage 2 (combinational and integration) of IM & As ; Managing HR issues during Stage 3 (solidification and assessment) of IM & As ; Conclusion ; Case example: Mergers and acquisitions of and by Deutsche Bank -- Managing cultural diversity in cross-border alliances : National cultures ; Industry culture ; Organizational cultures ; Understanding how cultural diversity influences behavior ; Guidelines for managing cultural diversity in cross-border alliances ; Conclusion ; Case example: Terra-Lycos -- Managing cooperation, control, structure, and exit in cross-border alliances : Cooperation ; Control ; Structure ; Thinking ahead: exit as a natural outcome of IJVs ; Conclusion ; Case example: Dynamic collaborations between Westinghouse and Mitsubishi -- Cross-border alliances and the HRM profession : Roles for HR professionals ; Competencies for HR professionals involved in cross-border alliances ; Conclusion ; Case example: The new HR roles at Deutsche Bank -- Appendix A: The international joint venture of Davidson-Marley BV -- Appendix B: Precision Measurement of Japan: A small foreign company in the Japanese labor market. | |
| 520 | |a Considers the growing importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. Featuring case-studies and other added value features, this is an essential text for students of HRM. | ||
| 588 | 0 | |a Print version record. | |
| 546 | |a English. | ||
| 650 | 0 | |a International business enterprises |x Employees. |0 http://id.loc.gov/authorities/subjects/sh85067373 | |
| 650 | 0 | |a Human capital. |0 http://id.loc.gov/authorities/subjects/sh85062845 | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Workplace Culture. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Human Resources & Personnel Management. |2 bisacsh | |
| 650 | 7 | |a Human capital |2 fast | |
| 650 | 7 | |a International business enterprises |x Employees |2 fast | |
| 700 | 1 | |a Jackson, Susan E. | |
| 700 | 1 | |a Luo, Yadong. | |
| 758 | |i has work: |a Managing Human Resources in Cross-border Alliances (Online) (Work) |1 https://id.oclc.org/worldcat/entity/E39PCXTGJx38QFxYkchY4GTwfm |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
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| 830 | 0 | |a Routledge global human resource management series. |0 http://id.loc.gov/authorities/names/n2002116398 | |
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| adam_text | |
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| author | Schuler, Randall S. |
| author2 | Jackson, Susan E. Luo, Yadong |
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| author_facet | Schuler, Randall S. Jackson, Susan E. Luo, Yadong |
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| callnumber-search | HD6336 .S38 2004eb |
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| collection | ZDB-4-EBA |
| contents | Managing human resources in cross-border alliances : Strategic alliances among firms ; Human resource management ; The multiple stakeholder model ; Theoretical perspectives for understanding HRM in IJVs -- International joint ventures : Ownership structures ; The importance of international joint ventures ; Challenges and risks associated with building IJVs ; Reasons for forming an IJV ; Basic assumptions made about IJVs ; Failure rates of IJVs ; Criteria for success and failure ; Four-stage model of IJVs ; Conclusion ; Case example: Fujitsu in Spain: barriers to alliance management -- Managing human resources in international joint ventures : Guidelines for managing human resources in IJVs ; Conclusion ; Case example: HR challenges in the IJVs at Rolls-Royce PLC -- International merger and acquisitions : Types of international mergers and acquisitions ; Reasons for international mergers and acquisitions ; Track record ; Reasons for failure ; Reasons for success ; Three-stage model of mergers and acquisitions ; Conclusion ; Case example: Strategic partnership at DaimlerChrysler -- Managing human resources in international mergers and acquisitions : Managing HR issues during Stage 1 (pre-combination) of IM & As ; Managing HR issues during Stage 2 (combinational and integration) of IM & As ; Managing HR issues during Stage 3 (solidification and assessment) of IM & As ; Conclusion ; Case example: Mergers and acquisitions of and by Deutsche Bank -- Managing cultural diversity in cross-border alliances : National cultures ; Industry culture ; Organizational cultures ; Understanding how cultural diversity influences behavior ; Guidelines for managing cultural diversity in cross-border alliances ; Conclusion ; Case example: Terra-Lycos -- Managing cooperation, control, structure, and exit in cross-border alliances : Cooperation ; Control ; Structure ; Thinking ahead: exit as a natural outcome of IJVs ; Conclusion ; Case example: Dynamic collaborations between Westinghouse and Mitsubishi -- Cross-border alliances and the HRM profession : Roles for HR professionals ; Competencies for HR professionals involved in cross-border alliances ; Conclusion ; Case example: The new HR roles at Deutsche Bank -- Appendix A: The international joint venture of Davidson-Marley BV -- Appendix B: Precision Measurement of Japan: A small foreign company in the Japanese labor market. |
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| discipline | Wirtschaftswissenschaften |
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| id | ZDB-4-EBA-ocm53880526 |
| illustrated | Illustrated |
| indexdate | 2024-11-27T13:15:29Z |
| institution | BVB |
| isbn | 0203451236 9780203451236 0415369479 9780415369473 0415369460 9780415369466 9786610022724 6610022720 0429232217 9780429232213 1134202415 9781134202416 1280022728 9781280022722 1134202407 9781134202409 |
| language | English |
| oclc_num | 53880526 |
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| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xiv, 251 pages) : illustrations |
| psigel | ZDB-4-EBA |
| publishDate | 2004 |
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| series | Routledge global human resource management series. |
| series2 | Routledge global human resource management series |
| spelling | Schuler, Randall S. Managing human resources in cross-border alliances / Randall S. Schuler, Susan E. Jackson, and Yadong Luo. London ; New York : Routledge, 2004. 1 online resource (xiv, 251 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier data file Routledge global human resource management series "Simultaneously published in the USA and Canada"--Title page verso Includes bibliographical references (pages 222-241) and index. Managing human resources in cross-border alliances : Strategic alliances among firms ; Human resource management ; The multiple stakeholder model ; Theoretical perspectives for understanding HRM in IJVs -- International joint ventures : Ownership structures ; The importance of international joint ventures ; Challenges and risks associated with building IJVs ; Reasons for forming an IJV ; Basic assumptions made about IJVs ; Failure rates of IJVs ; Criteria for success and failure ; Four-stage model of IJVs ; Conclusion ; Case example: Fujitsu in Spain: barriers to alliance management -- Managing human resources in international joint ventures : Guidelines for managing human resources in IJVs ; Conclusion ; Case example: HR challenges in the IJVs at Rolls-Royce PLC -- International merger and acquisitions : Types of international mergers and acquisitions ; Reasons for international mergers and acquisitions ; Track record ; Reasons for failure ; Reasons for success ; Three-stage model of mergers and acquisitions ; Conclusion ; Case example: Strategic partnership at DaimlerChrysler -- Managing human resources in international mergers and acquisitions : Managing HR issues during Stage 1 (pre-combination) of IM & As ; Managing HR issues during Stage 2 (combinational and integration) of IM & As ; Managing HR issues during Stage 3 (solidification and assessment) of IM & As ; Conclusion ; Case example: Mergers and acquisitions of and by Deutsche Bank -- Managing cultural diversity in cross-border alliances : National cultures ; Industry culture ; Organizational cultures ; Understanding how cultural diversity influences behavior ; Guidelines for managing cultural diversity in cross-border alliances ; Conclusion ; Case example: Terra-Lycos -- Managing cooperation, control, structure, and exit in cross-border alliances : Cooperation ; Control ; Structure ; Thinking ahead: exit as a natural outcome of IJVs ; Conclusion ; Case example: Dynamic collaborations between Westinghouse and Mitsubishi -- Cross-border alliances and the HRM profession : Roles for HR professionals ; Competencies for HR professionals involved in cross-border alliances ; Conclusion ; Case example: The new HR roles at Deutsche Bank -- Appendix A: The international joint venture of Davidson-Marley BV -- Appendix B: Precision Measurement of Japan: A small foreign company in the Japanese labor market. Considers the growing importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. Featuring case-studies and other added value features, this is an essential text for students of HRM. Print version record. English. International business enterprises Employees. http://id.loc.gov/authorities/subjects/sh85067373 Human capital. http://id.loc.gov/authorities/subjects/sh85062845 BUSINESS & ECONOMICS Workplace Culture. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh Human capital fast International business enterprises Employees fast Jackson, Susan E. Luo, Yadong. has work: Managing Human Resources in Cross-border Alliances (Online) (Work) https://id.oclc.org/worldcat/entity/E39PCXTGJx38QFxYkchY4GTwfm https://id.oclc.org/worldcat/ontology/hasWork Print version: Schuler, Randall S. Managing human resources in cross-border alliances. London ; New York : Routledge, 2004 0415369460 0415369479 (DLC) 2002153072 (OCoLC)50959022 Routledge global human resource management series. http://id.loc.gov/authorities/names/n2002116398 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=102132 Volltext |
| spellingShingle | Schuler, Randall S. Managing human resources in cross-border alliances / Routledge global human resource management series. Managing human resources in cross-border alliances : Strategic alliances among firms ; Human resource management ; The multiple stakeholder model ; Theoretical perspectives for understanding HRM in IJVs -- International joint ventures : Ownership structures ; The importance of international joint ventures ; Challenges and risks associated with building IJVs ; Reasons for forming an IJV ; Basic assumptions made about IJVs ; Failure rates of IJVs ; Criteria for success and failure ; Four-stage model of IJVs ; Conclusion ; Case example: Fujitsu in Spain: barriers to alliance management -- Managing human resources in international joint ventures : Guidelines for managing human resources in IJVs ; Conclusion ; Case example: HR challenges in the IJVs at Rolls-Royce PLC -- International merger and acquisitions : Types of international mergers and acquisitions ; Reasons for international mergers and acquisitions ; Track record ; Reasons for failure ; Reasons for success ; Three-stage model of mergers and acquisitions ; Conclusion ; Case example: Strategic partnership at DaimlerChrysler -- Managing human resources in international mergers and acquisitions : Managing HR issues during Stage 1 (pre-combination) of IM & As ; Managing HR issues during Stage 2 (combinational and integration) of IM & As ; Managing HR issues during Stage 3 (solidification and assessment) of IM & As ; Conclusion ; Case example: Mergers and acquisitions of and by Deutsche Bank -- Managing cultural diversity in cross-border alliances : National cultures ; Industry culture ; Organizational cultures ; Understanding how cultural diversity influences behavior ; Guidelines for managing cultural diversity in cross-border alliances ; Conclusion ; Case example: Terra-Lycos -- Managing cooperation, control, structure, and exit in cross-border alliances : Cooperation ; Control ; Structure ; Thinking ahead: exit as a natural outcome of IJVs ; Conclusion ; Case example: Dynamic collaborations between Westinghouse and Mitsubishi -- Cross-border alliances and the HRM profession : Roles for HR professionals ; Competencies for HR professionals involved in cross-border alliances ; Conclusion ; Case example: The new HR roles at Deutsche Bank -- Appendix A: The international joint venture of Davidson-Marley BV -- Appendix B: Precision Measurement of Japan: A small foreign company in the Japanese labor market. International business enterprises Employees. http://id.loc.gov/authorities/subjects/sh85067373 Human capital. http://id.loc.gov/authorities/subjects/sh85062845 BUSINESS & ECONOMICS Workplace Culture. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh Human capital fast International business enterprises Employees fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85067373 http://id.loc.gov/authorities/subjects/sh85062845 |
| title | Managing human resources in cross-border alliances / |
| title_auth | Managing human resources in cross-border alliances / |
| title_exact_search | Managing human resources in cross-border alliances / |
| title_full | Managing human resources in cross-border alliances / Randall S. Schuler, Susan E. Jackson, and Yadong Luo. |
| title_fullStr | Managing human resources in cross-border alliances / Randall S. Schuler, Susan E. Jackson, and Yadong Luo. |
| title_full_unstemmed | Managing human resources in cross-border alliances / Randall S. Schuler, Susan E. Jackson, and Yadong Luo. |
| title_short | Managing human resources in cross-border alliances / |
| title_sort | managing human resources in cross border alliances |
| topic | International business enterprises Employees. http://id.loc.gov/authorities/subjects/sh85067373 Human capital. http://id.loc.gov/authorities/subjects/sh85062845 BUSINESS & ECONOMICS Workplace Culture. bisacsh BUSINESS & ECONOMICS Human Resources & Personnel Management. bisacsh Human capital fast International business enterprises Employees fast |
| topic_facet | International business enterprises Employees. Human capital. BUSINESS & ECONOMICS Workplace Culture. BUSINESS & ECONOMICS Human Resources & Personnel Management. Human capital International business enterprises Employees |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=102132 |
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