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M & A versus Alliances.
Hauptbeschreibung When companies decide upon a strategy to achieve and sustain growth, they can choose between different options to reach this goal. If external growth is chosen, alliances and acquisitions are typically considered alternative governance structures that involve cooperative efforts on...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hamburg :
Diplomica Verlag,
2012.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 020 | |a 9783842818644 | ||
| 020 | |a 3842818645 | ||
| 029 | 1 | |a DEBBG |b BV044168656 | |
| 035 | |a (OCoLC)815391725 | ||
| 050 | 4 | |a HD2741 .F384 2012 | |
| 082 | 0 | 4 | |a 658.155 |
| 049 | |a UAMI | ||
| 100 | 1 | |a Frehse, Julia. | |
| 245 | 1 | 0 | |a M & A versus Alliances. |
| 260 | |a Hamburg : |b Diplomica Verlag, |c 2012. | ||
| 300 | |a 1 online resource (156 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 520 | |a Hauptbeschreibung When companies decide upon a strategy to achieve and sustain growth, they can choose between different options to reach this goal. If external growth is chosen, alliances and acquisitions are typically considered alternative governance structures that involve cooperative efforts on the inter-organizational level. Despite this similarity, each of the two governance types has its own strengths and weaknesses: alliances are based on contracts and offer the firm a substantial level of flexibility while acquisitions are ownership-based and imply a higher degree of commitment but a. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a M & A versus Alliances:The Impact of Partner-specific Alliance Experience on Governance Choice; Abstract; Contents; List of figures; List of tables; List of abbreviations; 1. Introduction; 2. Theoretical framework; 2.1 Governance modes -- acquisitions versus alliances; 2.2 Governance experience -- distinguishing different experience types; 3. Literature review -- the ambiguity of partner-specific allianceexperience; 3.1 Prior alliances lead to further alliances with the same partner; 3.2 Prior alliances lead to an acquisition of the partner. | |
| 505 | 8 | |a 4. A model of partner-specific alliance experience and governancechoice4.1 Underlying assumptions; 4.2 Theory and hypotheses; 4.2.1 The effect of prior ties; 4.2.2 The effect of financial capacity; 4.2.3 The effect of market uncertainty; 4.2.4 The effect of rivalry; 4.3 The resulting model; 5. Methodology; 5.1 Policy capturing; 5.2 Study design; 5.2.1 Experimental design; 5.2.2 Questionnaire design; 5.2.3 Operationalization of variables; 5.3 Study execution and sample; 5.4 Data analysis; 6. Results; 6.1 Correlation analysis; 6.2 Hierarchical linear modeling; 6.2.1 The null model. | |
| 505 | 8 | |a 6.2.2 The effect of the independent variables6.2.3 Comparison of HLM and SPSS results; 6.3 SPSS regression analysis; 6.3.1 The moderated effect of prior ties; 6.3.2 The effect of financial capacity; 6.3.3 The effect of market uncertainty; 6.3.4 The effect of rivalry; 6.4 Analysis of rationality checks; 7. Discussion; 8. Conclusion; Appendix; Appendix I; Appendix II; Appendix III; Appendix IV; Appendix V; Appendix VI; Appendix VII; Appendix VIII; Appendix IX; Appendix X; Appendix XI; References; Autorenprofil. | |
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Consolidation and merger of corporations. | |
| 650 | 0 | |a Corporate governance. | |
| 650 | 6 | |a Entreprises |x Fusion. | |
| 650 | 6 | |a Gouvernement d'entreprise. | |
| 650 | 7 | |a Consolidation and merger of corporations |2 fast | |
| 650 | 7 | |a Corporate governance |2 fast | |
| 776 | 0 | 8 | |i Print version: |z 9783842868649 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=1035531 |z Texto completo |
| 938 | |a EBL - Ebook Library |b EBLB |n EBL1035531 | ||
| 994 | |a 92 |b IZTAP | ||