Managing human resources in cross-border alliances /

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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.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Schuler, Randall S.
Otros Autores: Jackson, Susan E., Luo, Yadong
Formato: Electrónico eBook
Idioma:Inglés
Publicado: London ; New York : Routledge, 2004.
Colección:Routledge global human resource management series.
Temas:
International business enterprises > Employees.
Human capital.
BUSINESS & ECONOMICS > Workplace Culture.
BUSINESS & ECONOMICS > Human Resources & Personnel Management.
Human capital
International business enterprises > Employees
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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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