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Titlebook: Global Enterprise Management, Volume I; New Perspectives on Angelo A. Camillo Book 2015 Palgrave Macmillan, a division of Nature America I

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發(fā)表于 2025-3-21 19:33:52 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
書目名稱Global Enterprise Management, Volume I
副標(biāo)題New Perspectives on
編輯Angelo A. Camillo
視頻videohttp://file.papertrans.cn/387/386233/386233.mp4
圖書封面Titlebook: Global Enterprise Management, Volume I; New Perspectives on  Angelo A. Camillo Book 2015 Palgrave Macmillan, a division of Nature America I
描述Global Enterprise Management unites theory, academic knowledge, and practitioner experience to provide students, educators, and practitioners with the skills to succeed in the global managerial landscape.
出版日期Book 2015
關(guān)鍵詞business; Diversity; growth; human resource management; innovation; international marketing; management; Ma
版次1
doihttps://doi.org/10.1057/9781137429599
isbn_softcover978-1-349-49189-6
isbn_ebook978-1-137-42959-9
copyrightPalgrave Macmillan, a division of Nature America Inc. 2015
The information of publication is updating

書目名稱Global Enterprise Management, Volume I影響因子(影響力)




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書目名稱Global Enterprise Management, Volume I網(wǎng)絡(luò)公開度




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書目名稱Global Enterprise Management, Volume I被引頻次




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Liability of Country of Origin and Postacquisition Strategies of Emerging Market MNCs in Advanced Eultinational corporations (EMNCs) are rapidly gaining important attention (Beebenroth & Hemmert, 2013) because they have recently started influencing the world economies by means of their acquisitions of major MNCs from advanced economies with an annual growth rate of 26 percent (Rothenbuecher & Hoyningen-Huene, 2008).
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Book 2015Global Enterprise Management unites theory, academic knowledge, and practitioner experience to provide students, educators, and practitioners with the skills to succeed in the global managerial landscape.
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From Relationality and Behavioral Dynamics to Dynamic Relationality: A New Perspective on Cross-Culional alliances and found that US negotiators use more soft strategies with their counterparts who are at a greater cultural distance (e.g., Far East and Eastern Europe) because they are “adapting their tactics to the culture of their counterpart” (p. 682). The adaptation of negotiator behavior indi
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