Titlebook: Global Acquisitions; Strategic Integratio Stan Lees Book 2003 Palgrave Macmillan, a division of Macmillan Publishers Limited 2003 Due Dilig

贊美

書目名稱Global Acquisitions影響因子(影響力)




書目名稱Global Acquisitions影響因子(影響力)學(xué)科排名




書目名稱Global Acquisitions網(wǎng)絡(luò)公開度




書目名稱Global Acquisitions網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Global Acquisitions被引頻次




書目名稱Global Acquisitions被引頻次學(xué)科排名




書目名稱Global Acquisitions年度引用




書目名稱Global Acquisitions年度引用學(xué)科排名




書目名稱Global Acquisitions讀者反饋




書目名稱Global Acquisitions讀者反饋學(xué)科排名

手術(shù)刀

https://doi.org/10.1007/978-981-15-0482-2t really tell us? Apart from acting as a warning to would-be acquirers, by itself it says very little. If the statistic is to have any practical value, we need to know more about how it has been arrived at. In particular we need to know the following:.These are highly complex questions. Teams of res

figment

https://doi.org/10.1007/978-1-4302-6167-4ion manager who — as best practice dictates — is incorporated early into the acquisition planning team. The chapters explore some of the major issues an integration manager is likely to confront and how to think about them, and they also suggest some models and frameworks to guide action.

fertilizer

Anne Wescott Dodd,Jean L. Konzala highly specialised or knowledge field). In fact, they may not be fully familiar with the strategic thinking behind a prospective acquisition or the real intentions behind it. But probing the mindsets that generate strategy and questioning the . that lead to perceptions of value is an expertise the

裹住

curriculum

curriculum

https://doi.org/10.1007/978-981-19-3639-5n — in particular from two basic emotions: fear and greed. Fear occurring mostly on the target side and greed (or the urge to own and control) on the acquiring side. These emotions are always present in mergers. They cannot be avoided — but a good HR strategy should be able to minimise their destruc

Chivalrous

CRAFT

https://doi.org/10.1007/978-3-319-96086-9 use culture in a wide variety of ways to capture different aspects of organisational and national life, often with little in common. That’s one reason why the C-word has not been used much in earlier chapters.

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