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| List of illustrations | |
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| Foreword | |
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| Preface | |
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| List of abbreviations | |
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| Managing human resources in cross-border alliances | |
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| Strategic alliances among firms | |
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| Human resource management | |
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| The multiple stakeholder model | |
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| Theoretical perspectives for understanding HRM in IJVs | |
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| Overview of chapters | |
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| Conclusion | |
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| International joint ventures | |
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| Ownership structures | |
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| The importance of international joint ventures | |
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| Challenges and risks associated with building IJVs | |
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| Reasons for forming an IJV | |
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| Basic assumptions made about IJVs | |
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| Failure rates of IJVs | |
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| Criteria for success and failure | |
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| Four-stage model of IJVs | |
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| Conclusion | |
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| Case example: Fujitsu in Spain: barriers to alliance management | |
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| Managing human resources in international joint ventures | |
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| Guidelines for managing human resources in IJVs | |
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| Conclusion | |
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| Case example: HR challenges in the IJVs at Rolls-Royce PLC | |
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| International mergers and acquisitions | |
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| Types of international mergers and acquisitions | |
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| Reasons for international mergers and acquisitions | |
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| Track record | |
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| Reasons for failure | |
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| Reasons for success | |
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| Three-stage model of mergers and acquisitions | |
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| Conclusion | |
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| Case example: Strategic partnership at DaimlerChrysler | |
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| Managing human resources in international mergers and acquisitions | |
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| Managing HR issues during Stage 1 (pre-combination) of IM&As | |
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| Managing HR issues during Stage 2 (combination and integration) of IM&As | |
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| Managing HR issues during Stage 3 (solidification and assessment) of IM&As | |
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| Conclusion | |
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| Case example: Mergers and acquisitions of and by Deutsche Bank | |
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| Managing cultural diversity in cross-border alliances | |
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| National cultures | |
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| Industry culture | |
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| Organizational cultures | |
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| Understanding how cultural diversity influences behavior | |
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| Guidelines for managing cultural diversity in cross-border alliances | |
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| Conclusion | |
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| Case example: Terra-Lycos | |
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| Managing cooperation, control, structure, and exit in cross-border alliances | |
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| Cooperation | |
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| Control | |
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| Structure | |
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| Thinking ahead: exit as a natural outcome of IJVs | |
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| Conclusion | |
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| Case example: Dynamic collaborations between Westinghouse and Mitsubishi | |
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| Cross-border alliances and the HRM profession | |
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| Roles for HR professionals | |
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| Competencies needed by HR professionals | |
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| Guidelines for HR professionals involved in cross-border alliances | |
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| Conclusion | |
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| Case example: The new HR roles at Deutsche Bank | |
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| The international joint venture of Davidson-Marley BV | |
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| Precision Measurement of Japan: A small foreign company in the Japanese labor market | |
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| Bibliography | |
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| Internet resources | |
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| Index | |