Managing human resources in cross-border alliances
Randall S. Schuler, Susan E. Jackson, and Yadong Luo.
Bok Engelsk 2004 · Electronic books.
| Utgitt | London ; New York : : Routledge, , 2004.
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| Omfang | 1 online resource (270 p.)
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| Opplysninger | Description based upon print version of record.. - Managing Human Resources in Cross-Border Alliances; Copyright; Contents; List of illustrations; Foreword; Preface; List of abbreviations; 1 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; Overview of chapters; Conclusion; 2 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. - Case example: Strategic partnership at DaimlerChrysler5 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 (combination 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; 6 Managing cultural diversity in cross-border alliances; National cultures; Industry culture; Organizational cultures; Understanding how cultural diversity influences behavior. - Case example: The new HR roles at Deutsche BankAppendix A: The international joint venture of Davidson-Marley BV; Appendix B: Precision Measurement of Japan: A small foreign company in the Japanese labor market; Bibliography; Internet resources; Index. - Failure rates of IJVsCriteria for success and failure; Four-stage model of IJVs; Conclusion; Case example: Fujitsu in Spain: barriers to alliance management; 3 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; 4 International mergers 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. - Guidelines for managing cultural diversity in cross-border alliancesConclusion; Case example: Terra-Lycos; 7 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; 8 Cross-border alliances and the HRM profession; Roles for HR professionals; Competencies needed by HR professionals; Guidelines for HR professionals involved in cross-border alliances; Conclusion. - Across the world, companies are forming some of the most complex and exciting collaborations in the business world: cross-border alliances (CBAs). Yet while this offers multinational companies a way into the global marketplace, there is no guarantee of success.This book looks at the business and human resource issues arising in these complex collaborations, putting forward the case that the handling of these issues can determine the CBA's success. The book takes readers through the two main kinds of CBA - International Joint Ventures (IJV), and International Mergers and Acquisitions
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| ISBN | 0415369460. - 0415369479
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