000 02250 am a2200349 a 4500
001 ocm0080427626
008 970722s1998 enka b 001 eng
010 _a97030782
020 _a0080427626
029 _aT25974
040 _dOCoLC
082 0 4 _a658.30089
100 1 _aMorosini, Piero.
_924843
245 1 0 _aManaging cultural differences :
_beffective strategy and execution across cultures in global corporate alliances /
_cPiero Morosini.
260 _aOxford :
_bPergamon,
_c1999.
300 _axvii, 309 p. :
_bill. ;
_c24 cm. +
_ehbk.
490 0 _aInternational business and management series
504 _aBibliography: p. 295-297. - Includes indexes.
505 0 _aPart I: National cultural differences and the performance of global corporate alliances -- The dismal track record of mergers and acquisitions, joint ventures and alliances -- Myths and evidence concerning the role of national cultural differences in merger and acquisition performance -- Strategic link between national culture, execution and acquisition performance -- Part II: Execution advantages in global corporate alliances -- Why can superior execution lead to practical advantages in global mergers and acquisitions, joint ventures and alliances? -- Generating execution-driven advantages -- Execution orientation to handle national cultural differences in global M & As, JVs and alliances -- Part III: Turning national cultural differences into lasting practical advantages -- Assessing M & As, JVs and alliances across national cultures -- Negotiating M & As, JVs and alliances across national cultures -- Combining M & As, JVs and alliances' resources across national cultures -- Concluding remarks.
650 0 _aInternational business enterprises
_xManagement
_977070
650 0 _aDiversity in the workplace
_xManagement.
650 0 _aConsolidation and merger of corporations
_xManagement.
_9105419
650 0 _aJoint ventures
_xManagement.
_9105416
650 0 _aStrategic alliances (Business)
_945160
650 0 _aNational characteristics.
_940278
907 _a.b10239595
_b160527
_c011116
942 _n0
969 0 0 _a50475
979 0 0 _aLL
_b27 JAN 2000
989 0 0 _aLL
_b18 APR 2000
998 _ac
_b011115
_cm
_da
_e-
_feng
_genk
_h0
999 _c17834
_d17834