International strategic alliances and cultural diversity :: German companies getting involved in Iran, India and China /
Hauptbeschreibung Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Körperschaft: | |
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hamburg :
Diplomica Verlag,
2012.
|
| Schriftenreihe: | Projekte.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Hauptbeschreibung Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization strategies. Since the risks of entering into a strategic alliance are comparatively low in contrast to other internationalization options, this topic has gained in importance. But a sound preparation is inevitable in order to succeed. While technological and economical risks of alliances. |
| Beschreibung: | "GPM ; Deutsche Gesellschaft für Projektmanagement e. V." |
| Beschreibung: | 1 online resource (112 pages) : illustrations |
| Bibliographie: | Includes bibliographical references. |
| ISBN: | 9783842814271 3842814275 |
Internformat
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| 100 | 1 | |a Heidtmann, Daniela. | |
| 245 | 1 | 0 | |a International strategic alliances and cultural diversity : |b German companies getting involved in Iran, India and China / |c Daniela Heidtmann. |
| 260 | |a Hamburg : |b Diplomica Verlag, |c 2012. | ||
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| 490 | 1 | |a Projekte ; |v v. 8 | |
| 500 | |a "GPM ; Deutsche Gesellschaft für Projektmanagement e. V." | ||
| 504 | |a Includes bibliographical references. | ||
| 505 | 0 | |a International strategic alliances and cultural diversity -- German companies getting involved in Iran, India and China -- Preamble -- Editor -- Author -- Table of Contents -- List of Abbreviations -- List of Figures -- List of Tables -- 1. Introduction -- 1.1. Background -- 1.2. Social risks in strategic alliances -- 2. Strategic alliances as an option for internationalization -- 2.1. Definition of strategic alliance -- 2.2. Types of strategic alliances -- 2.3. Motivations for strategic alliances -- 2.4. Possible difficulties during a strategic alliance | |
| 505 | 8 | |a 2.5. Critical success factors2.6. Finding the right partner -- 2.7. A short summary -- 3. Special forms of international strategic alliances -- 3.1. International joint venture -- 3.1.1. Comparison to fully-owned foreign subsidiaries -- 3.1.2. Contractual design of international joint ventures -- 3.2. Licensing of know-how -- 3.2.1. Benefits and drawbacks of the license business -- 3.2.2. Contractual design of licensing of know-how -- 3.3. A short summary -- 4. Cultural diversity -- 4.1. Definition of culture -- 4.2. Elements of culture | |
| 505 | 8 | |a 4.2.1. Cultural universals4.2.2. Cultural specifics -- 4.3. Cultural dimensions -- 4.4. Hofstede�s research on culture -- 4.4.1. The five cultural dimensions of Hofstede�s survey -- 4.4.2. Research results of Hofstede�s study -- 4.5. Trompenaars� & Hampden-Turner�s research on cultural dilemmas -- 4.5.1. The seven cultural dilemmas -- 4.5.2. Research results of Trompenaars & Hampden-Turner -- 4.6. The GLOBE research program by House -- 4.6.1. The nine cultural dimensions of GLOBE -- 4.6.2. Research results of GLOBE | |
| 505 | 8 | |a 4.7. Critical analysis of the presented researches 4.8. Comparison of the presented research results -- 4.9. A short summary -- 5. Country-specific cultural values -- 5.1. Germany and its national culture -- 5.1.1. The Federal Republic of Germany and its economy -- 5.1.2. Cultural norms and values in Germany -- 5.2. Iran and its national culture -- 5.2.1. The Islamic Republic of Iran and its economy -- 5.2.2. Cultural norms and values in Iran -- 5.3. India and its national culture -- 5.3.1. The Republic of India and its economy | |
| 505 | 8 | |a 5.3.2. Cultural norms and values in India 5.4. China and its national culture -- 5.4.1. The People�s Republic of China and its economy -- 5.4.2. Cultural norms and values in China -- 5.5. Comparison of the presented cultural norms and values -- 5.6. A short summary -- 6. Strategic alliances and cultural diversity -- 6.1. German-Iranian strategic alliances -- 6.1.1. Siemens AG in the Islamic Republic of Iran -- 6.1.2. Critical evaluation -- 6.2. German-Indian strategic alliances -- 6.2.1. Siemens AG in the Republic of India -- 6.2.2. Critical evaluation | |
| 520 | |a Hauptbeschreibung Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization strategies. Since the risks of entering into a strategic alliance are comparatively low in contrast to other internationalization options, this topic has gained in importance. But a sound preparation is inevitable in order to succeed. While technological and economical risks of alliances. | ||
| 650 | 0 | |a Strategic alliances (Business) |0 http://id.loc.gov/authorities/subjects/sh91003037 | |
| 650 | 0 | |a International business enterprises |v Case studies. | |
| 650 | 6 | |a Alliances stratégiques (Affaires) | |
| 650 | 6 | |a Entreprises multinationales |v Études de cas. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a International business enterprises |2 fast | |
| 650 | 7 | |a Strategic alliances (Business) |2 fast | |
| 655 | 7 | |a Case studies |2 fast | |
| 655 | 7 | |a Case studies. |2 lcgft |0 http://id.loc.gov/authorities/genreForms/gf2017026140 | |
| 655 | 7 | |a Études de cas. |2 rvmgf | |
| 710 | 2 | |a Deutsche Gesellschaft für Projektmanagement. | |
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Datensatz im Suchindex
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| author | Heidtmann, Daniela |
| author_corporate | Deutsche Gesellschaft für Projektmanagement |
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| contents | International strategic alliances and cultural diversity -- German companies getting involved in Iran, India and China -- Preamble -- Editor -- Author -- Table of Contents -- List of Abbreviations -- List of Figures -- List of Tables -- 1. Introduction -- 1.1. Background -- 1.2. Social risks in strategic alliances -- 2. Strategic alliances as an option for internationalization -- 2.1. Definition of strategic alliance -- 2.2. Types of strategic alliances -- 2.3. Motivations for strategic alliances -- 2.4. Possible difficulties during a strategic alliance 2.5. Critical success factors2.6. Finding the right partner -- 2.7. A short summary -- 3. Special forms of international strategic alliances -- 3.1. International joint venture -- 3.1.1. Comparison to fully-owned foreign subsidiaries -- 3.1.2. Contractual design of international joint ventures -- 3.2. Licensing of know-how -- 3.2.1. Benefits and drawbacks of the license business -- 3.2.2. Contractual design of licensing of know-how -- 3.3. A short summary -- 4. Cultural diversity -- 4.1. Definition of culture -- 4.2. Elements of culture 4.2.1. Cultural universals4.2.2. Cultural specifics -- 4.3. Cultural dimensions -- 4.4. Hofstede�s research on culture -- 4.4.1. The five cultural dimensions of Hofstede�s survey -- 4.4.2. Research results of Hofstede�s study -- 4.5. Trompenaars� & Hampden-Turner�s research on cultural dilemmas -- 4.5.1. The seven cultural dilemmas -- 4.5.2. Research results of Trompenaars & Hampden-Turner -- 4.6. The GLOBE research program by House -- 4.6.1. The nine cultural dimensions of GLOBE -- 4.6.2. Research results of GLOBE 4.7. Critical analysis of the presented researches 4.8. Comparison of the presented research results -- 4.9. A short summary -- 5. Country-specific cultural values -- 5.1. Germany and its national culture -- 5.1.1. The Federal Republic of Germany and its economy -- 5.1.2. Cultural norms and values in Germany -- 5.2. Iran and its national culture -- 5.2.1. The Islamic Republic of Iran and its economy -- 5.2.2. Cultural norms and values in Iran -- 5.3. India and its national culture -- 5.3.1. The Republic of India and its economy 5.3.2. Cultural norms and values in India 5.4. China and its national culture -- 5.4.1. The People�s Republic of China and its economy -- 5.4.2. Cultural norms and values in China -- 5.5. Comparison of the presented cultural norms and values -- 5.6. A short summary -- 6. Strategic alliances and cultural diversity -- 6.1. German-Iranian strategic alliances -- 6.1.1. Siemens AG in the Islamic Republic of Iran -- 6.1.2. Critical evaluation -- 6.2. German-Indian strategic alliances -- 6.2.1. Siemens AG in the Republic of India -- 6.2.2. Critical evaluation |
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| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Research results of GLOBE</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.7. Critical analysis of the presented researches 4.8. Comparison of the presented research results -- 4.9. A short summary -- 5. Country-specific cultural values -- 5.1. Germany and its national culture -- 5.1.1. The Federal Republic of Germany and its economy -- 5.1.2. Cultural norms and values in Germany -- 5.2. Iran and its national culture -- 5.2.1. The Islamic Republic of Iran and its economy -- 5.2.2. Cultural norms and values in Iran -- 5.3. India and its national culture -- 5.3.1. The Republic of India and its economy</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.3.2. Cultural norms and values in India 5.4. China and its national culture -- 5.4.1. The Peopleâ€?s Republic of China and its economy -- 5.4.2. Cultural norms and values in China -- 5.5. Comparison of the presented cultural norms and values -- 5.6. A short summary -- 6. Strategic alliances and cultural diversity -- 6.1. German-Iranian strategic alliances -- 6.1.1. Siemens AG in the Islamic Republic of Iran -- 6.1.2. Critical evaluation -- 6.2. German-Indian strategic alliances -- 6.2.1. Siemens AG in the Republic of India -- 6.2.2. Critical evaluation</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Hauptbeschreibung Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization strategies. Since the risks of entering into a strategic alliance are comparatively low in contrast to other internationalization options, this topic has gained in importance. But a sound preparation is inevitable in order to succeed. 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| genre | Case studies fast Case studies. lcgft http://id.loc.gov/authorities/genreForms/gf2017026140 Études de cas. rvmgf |
| genre_facet | Case studies Case studies. Études de cas. |
| id | ZDB-4-EBA-ocn811406883 |
| illustrated | Illustrated |
| indexdate | 2024-10-25T16:21:03Z |
| institution | BVB |
| isbn | 9783842814271 3842814275 |
| language | English |
| oclc_num | 811406883 |
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| physical | 1 online resource (112 pages) : illustrations |
| psigel | ZDB-4-EBA |
| publishDate | 2012 |
| publishDateSearch | 2012 |
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| series | Projekte. |
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| spelling | Heidtmann, Daniela. International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / Daniela Heidtmann. Hamburg : Diplomica Verlag, 2012. 1 online resource (112 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier polychrome. rdacc http://rdaregistry.info/termList/RDAColourContent/1003 text file rdaft http://rdaregistry.info/termList/fileType/1002 Projekte ; v. 8 "GPM ; Deutsche Gesellschaft für Projektmanagement e. V." Includes bibliographical references. International strategic alliances and cultural diversity -- German companies getting involved in Iran, India and China -- Preamble -- Editor -- Author -- Table of Contents -- List of Abbreviations -- List of Figures -- List of Tables -- 1. Introduction -- 1.1. Background -- 1.2. Social risks in strategic alliances -- 2. Strategic alliances as an option for internationalization -- 2.1. Definition of strategic alliance -- 2.2. Types of strategic alliances -- 2.3. Motivations for strategic alliances -- 2.4. Possible difficulties during a strategic alliance 2.5. Critical success factors2.6. Finding the right partner -- 2.7. A short summary -- 3. Special forms of international strategic alliances -- 3.1. International joint venture -- 3.1.1. Comparison to fully-owned foreign subsidiaries -- 3.1.2. Contractual design of international joint ventures -- 3.2. Licensing of know-how -- 3.2.1. Benefits and drawbacks of the license business -- 3.2.2. Contractual design of licensing of know-how -- 3.3. A short summary -- 4. Cultural diversity -- 4.1. Definition of culture -- 4.2. Elements of culture 4.2.1. Cultural universals4.2.2. Cultural specifics -- 4.3. Cultural dimensions -- 4.4. Hofstedeâ€?s research on culture -- 4.4.1. The five cultural dimensions of Hofstedeâ€?s survey -- 4.4.2. Research results of Hofstedeâ€?s study -- 4.5. Trompenaarsâ€? & Hampden-Turnerâ€?s research on cultural dilemmas -- 4.5.1. The seven cultural dilemmas -- 4.5.2. Research results of Trompenaars & Hampden-Turner -- 4.6. The GLOBE research program by House -- 4.6.1. The nine cultural dimensions of GLOBE -- 4.6.2. Research results of GLOBE 4.7. Critical analysis of the presented researches 4.8. Comparison of the presented research results -- 4.9. A short summary -- 5. Country-specific cultural values -- 5.1. Germany and its national culture -- 5.1.1. The Federal Republic of Germany and its economy -- 5.1.2. Cultural norms and values in Germany -- 5.2. Iran and its national culture -- 5.2.1. The Islamic Republic of Iran and its economy -- 5.2.2. Cultural norms and values in Iran -- 5.3. India and its national culture -- 5.3.1. The Republic of India and its economy 5.3.2. Cultural norms and values in India 5.4. China and its national culture -- 5.4.1. The Peopleâ€?s Republic of China and its economy -- 5.4.2. Cultural norms and values in China -- 5.5. Comparison of the presented cultural norms and values -- 5.6. A short summary -- 6. Strategic alliances and cultural diversity -- 6.1. German-Iranian strategic alliances -- 6.1.1. Siemens AG in the Islamic Republic of Iran -- 6.1.2. Critical evaluation -- 6.2. German-Indian strategic alliances -- 6.2.1. Siemens AG in the Republic of India -- 6.2.2. Critical evaluation Hauptbeschreibung Business is increasingly affected by the impacts of globalization. The technological progress, as well as monetary systems have made prices comparable beyond borders. If German companies want to withstand the global competition, they have to develop sustainable internationalization strategies. Since the risks of entering into a strategic alliance are comparatively low in contrast to other internationalization options, this topic has gained in importance. But a sound preparation is inevitable in order to succeed. While technological and economical risks of alliances. Strategic alliances (Business) http://id.loc.gov/authorities/subjects/sh91003037 International business enterprises Case studies. Alliances stratégiques (Affaires) Entreprises multinationales Études de cas. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh International business enterprises fast Strategic alliances (Business) fast Case studies fast Case studies. lcgft http://id.loc.gov/authorities/genreForms/gf2017026140 Études de cas. rvmgf Deutsche Gesellschaft für Projektmanagement. has work: International strategic alliances and cultural diversity (Text) https://id.oclc.org/worldcat/entity/E39PCGVXXG4XwXPkmJ86cqjh6q https://id.oclc.org/worldcat/ontology/hasWork Print version: Heidtmann, Daniela. International strategic alliances and cultural diversity. Hamburg : Diplomica Verlag, 2012 3842864272 9783842864276 (OCoLC)757669814 Projekte. http://id.loc.gov/authorities/names/no2004061920 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=794002 Volltext CBO01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=794002 Volltext |
| spellingShingle | Heidtmann, Daniela International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / Projekte. International strategic alliances and cultural diversity -- German companies getting involved in Iran, India and China -- Preamble -- Editor -- Author -- Table of Contents -- List of Abbreviations -- List of Figures -- List of Tables -- 1. Introduction -- 1.1. Background -- 1.2. Social risks in strategic alliances -- 2. Strategic alliances as an option for internationalization -- 2.1. Definition of strategic alliance -- 2.2. Types of strategic alliances -- 2.3. Motivations for strategic alliances -- 2.4. Possible difficulties during a strategic alliance 2.5. Critical success factors2.6. Finding the right partner -- 2.7. A short summary -- 3. Special forms of international strategic alliances -- 3.1. International joint venture -- 3.1.1. Comparison to fully-owned foreign subsidiaries -- 3.1.2. Contractual design of international joint ventures -- 3.2. Licensing of know-how -- 3.2.1. Benefits and drawbacks of the license business -- 3.2.2. Contractual design of licensing of know-how -- 3.3. A short summary -- 4. Cultural diversity -- 4.1. Definition of culture -- 4.2. Elements of culture 4.2.1. Cultural universals4.2.2. Cultural specifics -- 4.3. Cultural dimensions -- 4.4. Hofstedeâ€?s research on culture -- 4.4.1. The five cultural dimensions of Hofstedeâ€?s survey -- 4.4.2. Research results of Hofstedeâ€?s study -- 4.5. Trompenaarsâ€? & Hampden-Turnerâ€?s research on cultural dilemmas -- 4.5.1. The seven cultural dilemmas -- 4.5.2. Research results of Trompenaars & Hampden-Turner -- 4.6. The GLOBE research program by House -- 4.6.1. The nine cultural dimensions of GLOBE -- 4.6.2. Research results of GLOBE 4.7. Critical analysis of the presented researches 4.8. Comparison of the presented research results -- 4.9. A short summary -- 5. Country-specific cultural values -- 5.1. Germany and its national culture -- 5.1.1. The Federal Republic of Germany and its economy -- 5.1.2. Cultural norms and values in Germany -- 5.2. Iran and its national culture -- 5.2.1. The Islamic Republic of Iran and its economy -- 5.2.2. Cultural norms and values in Iran -- 5.3. India and its national culture -- 5.3.1. The Republic of India and its economy 5.3.2. Cultural norms and values in India 5.4. China and its national culture -- 5.4.1. The Peopleâ€?s Republic of China and its economy -- 5.4.2. Cultural norms and values in China -- 5.5. Comparison of the presented cultural norms and values -- 5.6. A short summary -- 6. Strategic alliances and cultural diversity -- 6.1. German-Iranian strategic alliances -- 6.1.1. Siemens AG in the Islamic Republic of Iran -- 6.1.2. Critical evaluation -- 6.2. German-Indian strategic alliances -- 6.2.1. Siemens AG in the Republic of India -- 6.2.2. Critical evaluation Strategic alliances (Business) http://id.loc.gov/authorities/subjects/sh91003037 International business enterprises Case studies. Alliances stratégiques (Affaires) Entreprises multinationales Études de cas. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh International business enterprises fast Strategic alliances (Business) fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh91003037 http://id.loc.gov/authorities/genreForms/gf2017026140 |
| title | International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / |
| title_auth | International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / |
| title_exact_search | International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / |
| title_full | International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / Daniela Heidtmann. |
| title_fullStr | International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / Daniela Heidtmann. |
| title_full_unstemmed | International strategic alliances and cultural diversity : German companies getting involved in Iran, India and China / Daniela Heidtmann. |
| title_short | International strategic alliances and cultural diversity : |
| title_sort | international strategic alliances and cultural diversity german companies getting involved in iran india and china |
| title_sub | German companies getting involved in Iran, India and China / |
| topic | Strategic alliances (Business) http://id.loc.gov/authorities/subjects/sh91003037 International business enterprises Case studies. Alliances stratégiques (Affaires) Entreprises multinationales Études de cas. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh International business enterprises fast Strategic alliances (Business) fast |
| topic_facet | Strategic alliances (Business) International business enterprises Case studies. Alliances stratégiques (Affaires) Entreprises multinationales Études de cas. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. International business enterprises Case studies Case studies. Études de cas. |
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