標(biāo)題: Titlebook: Reducing the MandA Risks; The Role of IT in Me Frank Vielba,Carol Vielba Book 2006 Palgrave Macmillan, a division of Macmillan Publishers L [打印本頁(yè)] 作者: ATE 時(shí)間: 2025-3-21 16:28
書目名稱Reducing the MandA Risks影響因子(影響力)
書目名稱Reducing the MandA Risks影響因子(影響力)學(xué)科排名
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書目名稱Reducing the MandA Risks讀者反饋學(xué)科排名
作者: FLAT 時(shí)間: 2025-3-21 23:08 作者: MORPH 時(shí)間: 2025-3-22 01:19
Frank Vielba,Carol Vielbasystematic comparison of the connections between family, kinship and economic activity in different cultures, whereas many of the previous studies have concentrated on only one or a few regions or cultures. It 978-3-031-20527-9978-3-031-20525-5作者: 特別容易碎 時(shí)間: 2025-3-22 06:42
Frank Vielba,Carol Vielbasystematic comparison of the connections between family, kinship and economic activity in different cultures, whereas many of the previous studies have concentrated on only one or a few regions or cultures. It 978-3-031-20527-9978-3-031-20525-5作者: Delectable 時(shí)間: 2025-3-22 10:13 作者: 笨拙處理 時(shí)間: 2025-3-22 15:53
Frank Vielba,Carol Vielbabusiness to both graduate and undergraduate business school students in the United States, Canada, Australia, and Finland. ?However, their utility goes beyond the classroom and should be informative to consultants to family firms and family business owners and members as well. ??作者: wreathe 時(shí)間: 2025-3-22 18:15
Frank Vielba,Carol Vielbabusiness to both graduate and undergraduate business school students in the United States, Canada, Australia, and Finland. ?However, their utility goes beyond the classroom and should be informative to consultants to family firms and family business owners and members as well. ??作者: 中和 時(shí)間: 2025-3-22 21:41
business to both graduate and undergraduate business school students in the United States, Canada, Australia, and Finland. ?However, their utility goes beyond the classroom and should be informative to consultants to family firms and family business owners and members as well. ??作者: 不足的東西 時(shí)間: 2025-3-23 05:06 作者: 小故事 時(shí)間: 2025-3-23 07:20
Frank Vielba,Carol Vielbabusiness to both graduate and undergraduate business school students in the United States, Canada, Australia, and Finland. ?However, their utility goes beyond the classroom and should be informative to consultants to family firms and family business owners and members as well. ??作者: 大笑 時(shí)間: 2025-3-23 09:53 作者: 職業(yè) 時(shí)間: 2025-3-23 14:30 作者: 自作多情 時(shí)間: 2025-3-23 19:48
Frank Vielba,Carol Vielbabusiness to both graduate and undergraduate business school students in the United States, Canada, Australia, and Finland. ?However, their utility goes beyond the classroom and should be informative to consultants to family firms and family business owners and members as well. ??作者: 譏笑 時(shí)間: 2025-3-24 01:25
Frank Vielba,Carol Vielbath we are better able to show how these self-images and narratives work and how they are used as mechanism for the production and reproduction of business families. Old business families in the German context, then, are no fixed entities but the outcome of processes where meaning, identification and作者: antecedence 時(shí)間: 2025-3-24 02:27
Frank Vielba,Carol Vielbatant factors of survival/prosperity under socialist economic conditions, and they appeared to function quite well in the informal systems that remained closed and impermeable for outsiders and the law. The author will try to demonstrate how some extended families gradually turned into political and 作者: 哄騙 時(shí)間: 2025-3-24 06:50
Frank Vielba,Carol Vielbatant factors of survival/prosperity under socialist economic conditions, and they appeared to function quite well in the informal systems that remained closed and impermeable for outsiders and the law. The author will try to demonstrate how some extended families gradually turned into political and 作者: 專橫 時(shí)間: 2025-3-24 12:18 作者: periodontitis 時(shí)間: 2025-3-24 16:36 作者: Robust 時(shí)間: 2025-3-24 22:41
cal evidence of relevance to scholars, managers, and policymakers alike. In addition, the book responds to the need for a greater understanding of what anchors entrepreneurial families to their home territories and the conditioning effect of local roots on such firms’ behavior..作者: Stricture 時(shí)間: 2025-3-25 00:59 作者: Congruous 時(shí)間: 2025-3-25 05:31 作者: dragon 時(shí)間: 2025-3-25 08:19 作者: Deference 時(shí)間: 2025-3-25 11:41
https://doi.org/10.1057/9780230514362Acquisition; business; Due Diligence; Information Technology (IT); integration; management; merger; mergers作者: 易怒 時(shí)間: 2025-3-25 18:33
Detailed Assessmentany’s IT organization, processes and systems. Armed with this information both IT and business management are in position to make rational forecasts and apply judgment about the ‘intrinsic’ value of the new company’s IT systems.作者: DOLT 時(shí)間: 2025-3-25 21:48 作者: 損壞 時(shí)間: 2025-3-26 01:09 作者: Connotation 時(shí)間: 2025-3-26 07:22
Technical Issuesed implementation. Untested technology is another common IT pitfall in an M&A project and companies that take this approach increase their IT risks. It should be minimised as much as possible. Data migration, system interfaces and scalability are typically underestimated when it comes to meeting agreed timescales and costs.作者: 頌揚(yáng)國(guó)家 時(shí)間: 2025-3-26 09:39 作者: hermitage 時(shí)間: 2025-3-26 13:46
The Role of the External Consultant the evidence of associated IT risks in an M&A project most companies prefer to go alone rather than use external IT consultants. The main reason seems to be that companies associate consultants with high fees and they believe that using own resources is more cost effective than using consultants.作者: 煩擾 時(shí)間: 2025-3-26 18:14 作者: 修剪過(guò)的樹(shù)籬 時(shí)間: 2025-3-26 21:01 作者: NIL 時(shí)間: 2025-3-27 03:09
Due Diligencee state of the target company IT systems infrastructure. The activities involved will be to do with understanding the integration difficulties and costs. The key deliverable from this phase is the due diligence report that represents a high level assessment of the challenges and opportunities ahead.作者: 膽汁 時(shí)間: 2025-3-27 08:03
The M&A Landscapeince of the Chief Executive Officer (CEO) and the Director of Finance. The managers of the other functional areas of the business also need to understand the implications of M&As. Although many CIOs have a technical background, their role also requires them to be a senior manager and a contributor to corporate strategy and decision-making.作者: Ascribe 時(shí)間: 2025-3-27 10:44 作者: flex336 時(shí)間: 2025-3-27 14:08
The Phase Modelade. It also ensures that those responsible for IT are informed and prepared for the task that faces them once the M&A has been agreed. This applies as much to the acquired as the acquirer. The question then needs to be answered, how early is early in terms of useful involvement by IT in the M&A process?作者: 積習(xí)已深 時(shí)間: 2025-3-27 20:46
Integrationing until such time as the new IT infrastructure, systems and organisation can take over. This balance, between development and operational activity, creates a number of challenges for the CIO that have been discussed at length in Chapters 4, 5 and 6.作者: 鎮(zhèn)壓 時(shí)間: 2025-3-28 00:46 作者: Oratory 時(shí)間: 2025-3-28 04:42 作者: Urologist 時(shí)間: 2025-3-28 10:17 作者: EWE 時(shí)間: 2025-3-28 11:53 作者: 莊嚴(yán) 時(shí)間: 2025-3-28 14:43
The Business, Technology and Management Modelme of this shortfall can be blamed on over-optimism by the initiators of an M&A in an attempt to promote the worth of the deal. An examination of the deal may demonstrate that it was based on faulty logic and the intended value creation based on hope rather than reality. However, a considerable part作者: Affirm 時(shí)間: 2025-3-28 19:03 作者: 擁護(hù) 時(shí)間: 2025-3-29 01:29
Technical Issuesing this risk may involve selecting common single-technology architecture and associated technical solutions. One of the advantages of the single-technology approach will be increased economies of scale. The main disadvantages will be the time required to gain support, resistance to change and delay作者: Hirsutism 時(shí)間: 2025-3-29 07:08 作者: 小步走路 時(shí)間: 2025-3-29 08:52 作者: 潛伏期 時(shí)間: 2025-3-29 12:44
Due Diligenceion and evaluation performed by the acquiring company into the company to be acquired. In this process, often carried out by M&A’s consultancy firms on behalf of the buyer, a general examination of the target company’s assets, liabilities and capabilities is undertaken. The objectives of the due dil作者: Sleep-Paralysis 時(shí)間: 2025-3-29 17:57
Detailed Assessmentany’s IT organization, processes and systems. Armed with this information both IT and business management are in position to make rational forecasts and apply judgment about the ‘intrinsic’ value of the new company’s IT systems.作者: 突變 時(shí)間: 2025-3-29 22:47 作者: Pandemic 時(shí)間: 2025-3-30 03:10 作者: absorbed 時(shí)間: 2025-3-30 06:30
The Role of the External Consultantny management consultant. The focus here, however, is on the consultant that gives expert and professional advice in the area of IT in the context of an M&A project. The advice may be technical or managerial. Based on our research the use of IT consultants in an M&A project is still limited. Despite作者: 發(fā)源 時(shí)間: 2025-3-30 10:30
Conclusionsy the constituent companies or organisations. Anything that threatens the creation of such value must be regarded as a risk that should, if possible, be mitigated. IT is just such a factor: it can account for a very significant proportion of the synergies identified in an M&A. The ability of IT to d作者: Humble 時(shí)間: 2025-3-30 15:05 作者: 牛馬之尿 時(shí)間: 2025-3-30 16:57
h, decline, and transition in such firms. These cases are clustered together because family firms grow, decline, and grow again, often transforming themselves several times in the course of their existence, as they face succession issues, financial constraints, and changes in market demand. Managing作者: adjacent 時(shí)間: 2025-3-31 00:23 作者: PACK 時(shí)間: 2025-3-31 03:08
Frank Vielba,Carol Vielbah, decline, and transition in such firms. These cases are clustered together because family firms grow, decline, and grow again, often transforming themselves several times in the course of their existence, as they face succession issues, financial constraints, and changes in market demand. Managing作者: 騷擾 時(shí)間: 2025-3-31 06:56
h, decline, and transition in such firms. These cases are clustered together because family firms grow, decline, and grow again, often transforming themselves several times in the course of their existence, as they face succession issues, financial constraints, and changes in market demand. Managing
