標題: Titlebook: Global Acquisitions; Strategic Integratio Stan Lees Book 2003 Palgrave Macmillan, a division of Macmillan Publishers Limited 2003 Due Dilig [打印本頁] 作者: 贊美 時間: 2025-3-21 17:26
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
作者: 手術(shù)刀 時間: 2025-3-21 21:15
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作者: figment 時間: 2025-3-22 03:02
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.作者: fertilizer 時間: 2025-3-22 04:58
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作者: 裹住 時間: 2025-3-22 10:22 作者: curriculum 時間: 2025-3-22 15:28 作者: curriculum 時間: 2025-3-22 19:51
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作者: Chivalrous 時間: 2025-3-22 22:26 作者: CRAFT 時間: 2025-3-23 05:10
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.作者: ESO 時間: 2025-3-23 07:51 作者: carbohydrate 時間: 2025-3-23 10:44 作者: 壓迫 時間: 2025-3-23 14:00
The Integration Agendaion 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.作者: preeclampsia 時間: 2025-3-23 20:04 作者: AMPLE 時間: 2025-3-23 23:23 作者: Demonstrate 時間: 2025-3-24 04:11
Integrating Structures is the organisation design question:.This is a complex social engineering question with enormous implications. How the question is answered impacts upon almost everything else — the changes that are to happen, the controls needed, the reactions to the merger, the commitment to the new owners, the d作者: Fester 時間: 2025-3-24 08:04 作者: Charitable 時間: 2025-3-24 12:38 作者: STING 時間: 2025-3-24 17:31
The Culture Concept 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.作者: 不吉祥的女人 時間: 2025-3-24 19:36 作者: 耐寒 時間: 2025-3-25 01:13
Palgrave Macmillan, a division of Macmillan Publishers Limited 2003作者: 符合你規(guī)定 時間: 2025-3-25 06:24 作者: Delirium 時間: 2025-3-25 11:11
Government Investment, Financing and DebtThe last chapter brought together a lot of finance and economics research in just a few pages. The evidence is compelling that, on average, mergers and acquisitions do not deliver the profitability and efficiency outcomes that theory predicts they should deliver. But it should not be read as a despondent conclusion — it is an . conclusion.作者: Glutinous 時間: 2025-3-25 12:43 作者: 溫順 時間: 2025-3-25 16:59
How Computers Affect Management has various meanings in an acquisition context. It can mean . controls like budgets and financial controls and IT systems and procedures. It can mean . controls like getting key people in charge on each side. Or it can have a . connotation like management styles or the invisible control exercised by an organisation’s culture.作者: 大吃大喝 時間: 2025-3-25 21:22
https://doi.org/10.1007/978-3-319-16871-5. These words or something similar have appeared at some time in the annual reports of almost every company around the world. But words don’t always match deeds. Often there is a gulf between noble statements of intention and how people are actually managed on a day-to-day basis. In mergers and acquisitions, that gulf can be enormous.作者: GREEN 時間: 2025-3-26 01:37
The Human Factor and Strategic IntegrationThe human factor is a broad term and it is important to clarify what it is intended to cover. This chapter goes into detail on how the term is used here and also explains some of the thinking that lies behind the book. It should not be skipped even though it is conceptual. It goes straight to the heart of the current critique of strategy.作者: 別炫耀 時間: 2025-3-26 06:50
Strategy and Acquisition PerformanceThe last chapter brought together a lot of finance and economics research in just a few pages. The evidence is compelling that, on average, mergers and acquisitions do not deliver the profitability and efficiency outcomes that theory predicts they should deliver. But it should not be read as a despondent conclusion — it is an . conclusion.作者: 小官 時間: 2025-3-26 08:58
Twelve Ways to Destroy ValueThe three fields of scholarship we have looked at — finance, economics and strategy — have provided some highly persuasive justifications for takeover activity. But they have shed little light on why some deals turn out successful and the majority do not.作者: 一致性 時間: 2025-3-26 15:44 作者: altruism 時間: 2025-3-26 19:48 作者: Jargon 時間: 2025-3-26 22:09
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.作者: FOLLY 時間: 2025-3-27 04:20
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 they can bring to acquisition planning.作者: Strength 時間: 2025-3-27 07:08 作者: 伸展 時間: 2025-3-27 11:24
Man: An Underdeveloped Computer? (and sometimes years) it can take to bring two companies together. This in turn hinges on how acquirers handle the implementation — how they manage acquired staff and how they manage what, in horizontal mergers, can be a long and tortuous process of organisational change.作者: 周年紀念日 時間: 2025-3-27 16:54
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.作者: Petechiae 時間: 2025-3-27 21:47
The Integration Agendaion 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.作者: 正面 時間: 2025-3-27 22:53 作者: adj憂郁的 時間: 2025-3-28 05:44 作者: Intersect 時間: 2025-3-28 10:08 作者: 使?jié)M足 時間: 2025-3-28 13:12 作者: FADE 時間: 2025-3-28 17:41 作者: 擴張 時間: 2025-3-28 21:00
almost every popular assumption about how to manage mergers and acquisitions. It draws upon a wealth of theory and practice to provide the essential strategic frameworks for integrating mergers, acquisitions and other collaborative ventures at a global level. It shows that the human factor is at th作者: 搖曳的微光 時間: 2025-3-29 01:00
There but for the Grace of God Go I,ished competitors and it can take many years for a company to reach any appreciable size. Growth through . can be costly: it carries a high risk of technical failure, and at the time of making the capital investment there is no certainty of demand for the capacity created.作者: ORBIT 時間: 2025-3-29 05:07 作者: PLAYS 時間: 2025-3-29 08:50 作者: instill 時間: 2025-3-29 14:17 作者: Postmenopause 時間: 2025-3-29 16:05
https://doi.org/10.1007/978-981-15-0482-2trategy) acts like a lens illuminating different aspects of the acquisition process. When these different perspectives and findings are put together, a composite picture emerges about acquisition performance which makes for uneasy reading.作者: 完成才能戰(zhàn)勝 時間: 2025-3-29 22:34
How Unsuccessful are Acquisitions?trategy) acts like a lens illuminating different aspects of the acquisition process. When these different perspectives and findings are put together, a composite picture emerges about acquisition performance which makes for uneasy reading.作者: 破裂 時間: 2025-3-30 00:36 作者: altruism 時間: 2025-3-30 06:14
Due Diligence or Shrewd Diligence?t investigations prior to any deal. However, these are not our concern here. The procedures are well documented and there are armies of experts in every country who can offer whatever advice and assistance is required when going global.作者: ESPY 時間: 2025-3-30 08:23
Integrating Structurespon almost everything else — the changes that are to happen, the controls needed, the reactions to the merger, the commitment to the new owners, the degree of culture clash, and much more besides. Ultimately it determines the cost of integration.作者: Aqueous-Humor 時間: 2025-3-30 15:58 作者: Pageant 時間: 2025-3-30 20:07
George W. Drach MD, FACS,Edna Schwab MDd ohne Risiko m?glich ist. Die weitere Entwicklung dieser Methode ist noch nicht genau absehbar. ?hnliches gilt für endoskopische Behandlungsmethoden, wie die endoskopisch retrograde Papillenspaltung, die stellenweise in Erprobung ist, z. Z. aber haupts?chlich auf Patienten in inoperablem Zustand be作者: 轎車 時間: 2025-3-30 22:06 作者: 發(fā)微光 時間: 2025-3-31 02:15
ch ?Python lernen in abgeschlossenen Lerneinheiten“ richtet sich in erster Linie an:.a)??? Studierende und Dozenten??.b)??? Schüler und Lehrer??.?.Genauso spricht es aber auch alle Programmieranf?nger an, die einen schnellen Einstieg in die Programmierung mit Python suchen. Das Werk behandelt die strukturelle Progr978-3-658-26496-3作者: FLOAT 時間: 2025-3-31 06:25 作者: deadlock 時間: 2025-3-31 12:43
Textbook 2019Latest editiongraduate course on differential geometry with a focus on applications while thelater chapters are suitable for a graduate course on shape analysis through the action of diffeomorphisms.. Several significant additions appear in the 2nd edition, most notably a new chapter on shape datasets, and a disc作者: Spangle 時間: 2025-3-31 16:50
International Trade and Agglomeration: An Alternative Framework,rld economy. In this paper we suggest an alternative framework in which, as incomes grow, greater degrees of economic fragmentation and dis-agglomeration are encouraged. In both approaches increasing returns to scale are crucial, but in ours these are found in service sectors that allow separate pro
