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Managing human resources in cross-border alliances

Author: Schuler, Randall ; Jackson, Susan E. ; Luo, Yadong Series: Global human resource management Publisher: Routledge 2004.Language: EnglishDescription: 251 p. : Graphs ; 24 cm.ISBN: 0415369479Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6958 .M5 S34 2004
(Browse shelf)
001220908
Available 001220908
Total holds: 0

Includes bibliographical references and index

Digitized

Managing Human Resources in Cross-Border Alliances Contents List of illustrations Foreword Preface List of abbreviations 1 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 2 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 3 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 ix xi xiii xv 1 2 6 9 14 19 20 22 23 25 28 30 34 34 35 36 62 63 64 65 75 76 vi · Contents 4 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 5 Managing human resources in international mergers and acquisitions Managing HR issues during Stage 1 (pre-combination) of IMandAs Managing HR issues during Stage 2 (combination and integration) of IMandAs Managing HR issues during Stage 3 (solidification and assessment) of IMandAs Conclusion Case example: Mergers and acquisitions of and by Deutsche Bank 6 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 7 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 8 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 79 81 82 83 84 85 86 94 95 96 97 104 112 116 116 119 120 120 121 123 133 140 141 143 143 153 156 158 164 165 169 170 172 173 175 176 Contents · vii 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 Bibliography Internet resources Index 177 213 222 240 242

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