Managing Human Resources in Cross-Border Alliances

ISBN-10: 0415369479
ISBN-13: 9780415369473
Edition: 2003
List price: $68.95
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Description: This series considers the importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. It gives an analysis of various aspects of alliances, including learning acquisition, the HR implications of  More...

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Book details

List price: $68.95
Copyright year: 2003
Publisher: Routledge
Publication date: 7/18/2003
Binding: Paperback
Pages: 272
Size: 6.75" wide x 9.50" long x 0.50" tall
Weight: 1.254
Language: English

This series considers the importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions. It gives an analysis of various aspects of alliances, including learning acquisition, the HR implications of mergers and the role of co-operation in such alliances.

List of illustrations
Foreword
Preface
List of abbreviations
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
Overview of chapters
Conclusion
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 mergers 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 (combination 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 needed by HR professionals
Guidelines for HR professionals involved in cross-border alliances
Conclusion
Case example: The new HR roles at Deutsche Bank
The international joint venture of Davidson-Marley BV
Precision Measurement of Japan: A small foreign company in the Japanese labor market
Bibliography
Internet resources
Index

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