Suchergebnisse
Filter
1393 Ergebnisse
Sortierung:
International mergers and acquisitions
In: Global HRM; Managing Human Resources in Cross-Border Alliances
Knowledge management in international mergers
In: Knowledge and process management: the journal of corporate transformation ; the official journal of the Institute of Business Process Re-engineering, Band 9, Heft 2, S. 83-89
ISSN: 1099-1441
AbstractThis paper discusses the need for knowledge management in mergers and acquisitions. In mergers and acquisitions two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge‐intensive firm, strategic management should enable the development and sharing of new knowledge and other resources. However, a number of factors make knowledge management a highly fragile process. This paper discusses some preliminary findings, indicating directions for future research regarding factors that play a role in knowledge creation, and the roles for knowledge enablers in facilitating this process of knowledge creation. Copyright © 2002 John Wiley & Sons, Ltd.
International mergers: Incentives and welfare
In: Journal of international economics, Band 68, Heft 1, S. 38-58
ISSN: 0022-1996
EEC Control over International Mergers
In: Yearbook of European law, Band 10, Heft 1, S. 103-132
ISSN: 2045-0044
National versus international mergers in unionized oligopoly
In: The Rand journal of economics, Band 37, Heft 1, S. 212-233
ISSN: 1756-2171
We analyze how the presence of trade unions affects the pattern of mergers in an international oligopoly and the welfare implications thereof. We find that wages for the merger participants are always lower when they merge internationally, rather than nationally. Using a model of endogenous merger formation, we find that the firms will merge internationally in equilibrium. There are more international mergers than socially preferred, unless products are close substitutes. A "national champion" policy of promoting domestic mergers rather than international ones is nevertheless never optimal.
International Mergers with Financially Constrained Owners
In: IFN Working Paper No. 927
SSRN
Due Diligence in International Mergers and Acquisitions
In: Journal of Taxation and Regulation of Financial Institutions, Band 14, Heft 51
SSRN
International mergers and acquisitions activity since 1990
In: Quantitative finance series
Shades of Culture and Institutions-in International Mergers
In: Organization studies: an international multidisciplinary journal devoted to the study of organizations, organizing, and the organized in and between societies, Band 15, Heft 3, S. 381-405
ISSN: 1741-3044
This article explores merger integration processes in the international context and the way in which the merged companies cope with difficulties emanating from firm-specific and nation-specific differences. The first part of the article discusses the consolidation process in general. Four factors are identified that define the significance of this process: (1) the degree of compatibility of adminis trative practices, management styles, organizational structures or organizational cultures; (2) the kind and degree of post-merger consolidation; (3) the extent to which parties value and want to retain their organizational integrity; (4) the nature of the relationship between the two organizations. In order to create a viable new organization it is argued that leadership, the symbolic reconstruction of a new identity, superordinate goals, and introducing multigroup memberships may reinforce integration. To illustrate the discussion, three case studies of large Dutch-German mergers are examined in the second part of the article. These cases show that leadership, an appropriate organizational structure, and compatibility of merger motives may be important facilitators in the merging process.