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Managing cultural differences : effective strategy and execution across cultures in global corporate alliances / Piero Morosini.

By: Material type: TextTextSeries: International business and management seriesPublisher: Oxford ; New York, NY : Pergamon, 1998Edition: First editionDescription: xvii, 309 pages : illustrations ; 24 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 0080427626
  • 9780080427621
Subject(s): DDC classification:
  • 658.3008
LOC classification:
  • HD62.4. M675 1998
Contents:
Series Editor's Preface -- Preface -- Acknowledgments -- About the Author -- Pt. I. National Cultural Differences and the Performance of Global Corporate Alliances -- 1. The Dismal Track Record of Mergers and Acquisitions, Joint Ventures and Alliances -- 2. Myths and Evidence Concerning the Role of National Cultural Differences in Merger and Acquisition Performance -- 3. Strategic Link Between National Culture, Execution and Acquisition Performance -- Pt. II. Execution Advantages in Global Corporate Alliances -- 4. Why can Superior Execution lead to Practical Advantages in Global Mergers and Acquisitions, Joint Ventures and Alliances? -- 5. Generating Execution-Driven Advantages -- 6. Execution Orientation to handle National Cultural Differences in Global M & As, JVs and Alliances -- Pt. III. Turning National Cultural Differences into Lasting Practical Advantages -- 7. Assessing M & As, JVs and Alliances across National Cultures -- 8. Negotiating M & As, JVs and Alliances across National Cultures -- 9. Combining M & As, JVs and Alliances' Resources across National Cultures -- 10. Concluding Remarks -- Appendix -- Selected Bibliography -- Author Index -- Subject Index.
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Includes bibliographical references (pages 295-297) and index.

Series Editor's Preface -- Preface -- Acknowledgments -- About the Author -- Pt. I. National Cultural Differences and the Performance of Global Corporate Alliances -- 1. The Dismal Track Record of Mergers and Acquisitions, Joint Ventures and Alliances -- 2. Myths and Evidence Concerning the Role of National Cultural Differences in Merger and Acquisition Performance -- 3. Strategic Link Between National Culture, Execution and Acquisition Performance -- Pt. II. Execution Advantages in Global Corporate Alliances -- 4. Why can Superior Execution lead to Practical Advantages in Global Mergers and Acquisitions, Joint Ventures and Alliances? -- 5. Generating Execution-Driven Advantages -- 6. Execution Orientation to handle National Cultural Differences in Global M & As, JVs and Alliances -- Pt. III. Turning National Cultural Differences into Lasting Practical Advantages -- 7. Assessing M & As, JVs and Alliances across National Cultures -- 8. Negotiating M & As, JVs and Alliances across National Cultures -- 9. Combining M & As, JVs and Alliances' Resources across National Cultures -- 10. Concluding Remarks -- Appendix -- Selected Bibliography -- Author Index -- Subject Index.

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