| Description |
1 online resource (xiv, 251 pages) : illustrations. |
| Physical Medium |
polychrome |
| Description |
text file |
| Series |
Routledge global human resource management series
|
|
Routledge global human resource management series.
|
| Note |
"Simultaneously published in the USA and Canada"--Title page verso. |
| Bibliography |
Includes bibliographical references (pages 222-241) and index. |
| 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. |
| Local Note |
eBooks on EBSCOhost EBSCO eBook Subscription Academic Collection - North America |
| Subject |
International business enterprises -- Employees.
|
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International business enterprises -- Employees. |
|
Human capital.
|
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Human capital. |
| Genre/Form |
Electronic books.
|
| Added Author |
Jackson, Susan E.
|
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Luo, Yadong.
|
| Other Form: |
Print version: Schuler, Randall S. Managing human resources in cross-border alliances. London ; New York : Routledge, 2004 0415369460 0415369479 (DLC) 2002153072 (OCoLC)50959022 |
| ISBN |
0203451236 (electronic book) |
|
9780203451236 (electronic book) |
|
0415369479 (Paper) |
|
9780415369473 (Paper) |
|
0415369460 (Cloth) |
|
9780415369466 (Cloth) |
|
