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Managing human resources in cross-border alliances / Randall S. Schuler, Susan E. Jackson, and Yadong Luo.

By: Contributor(s): Material type: TextTextSeries: Routledge global human resource management seriesPublication details: London ; New York : Routledge, 2004.Description: 1 online resource (xiv, 251 pages) : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 0203451236
  • 9780203451236
  • 0415369479
  • 9780415369473
  • 0415369460
  • 9780415369466
  • 9786610022724
  • 6610022720
  • 0429232217
  • 9780429232213
  • 1134202415
  • 9781134202416
  • 1280022728
  • 9781280022722
  • 1134202407
  • 9781134202409
Subject(s): Additional physical formats: Print version:: Managing human resources in cross-border alliances.DDC classification:
  • 658.3 22
LOC classification:
  • HD6336 .S38 2004eb
Online resources:
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.
Summary: 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.
Holdings
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eBook eBook e-Library EBSCO Business Available
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"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.

Added to collection customer.56279.3

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