Items related to The Management of International Acquisitions
How much does national culture and management style influence acquisitions and post-acquisition management? The book explores the different ways in which companies from varying cultures and nationalities approach the task of integrating new UK acquisitions into their group, and examines the question of whether any one method of integration seems to be superior to another in terms of resultant performance of the newly-acquired subsidiary.
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"The book provides a refreshing new perspective on issues related to the management of acquisitions, an area that has received limited research attention. In particular, it provides some very interesting insights into how differences in acquiring firm nationalities have important implications for postacquisition management and subsequent performance." The Academy of Management Review, Jan. 2002, Vol. 27, Issue 1, p129, 4p
John Child holds the Chair of Commerce at the Birmingham Business School. He was the Founding Director of both the Centre for International Business and Management, University of Cambridge and of the Chinese Management Centre, University of Hong Kong. He is now Director of the Centre for
International Business and Organization at Birmingham. He consults for major corporations in the areas of strategic alliances, organizaitonal design, organizational learning, and business operations in China. His books include Strategies of Cooperation (with David Faulkner, OUP 1998) and he is
co-editor of the Handbook of Organizational Learning and Knowledge (OUP 2001). David Faulkner is University Lecturer in Strategic Management at the Said Business School and Tutorial Fellow at Christ Church, University of Oxford. He spent much of his career as a strategic management consultant with
McKinsey and Co. and Arthur D. Little before moving into academic life. He has been Deputy Director (undergraduate courses) and Deputy Director (MBA) of the Said Business School. His publications include Strategies of Co-operation (with John Child, OUP 1998), Co-operative Strategies: Economic,
Business, and Organanizational Issues (edited with Mark de Rond, OUP 2000), and the Oxford Handbook of Strategy (2 volumes, edited with Andrew Campbell, OUP 2003). Robert Pitkethly is a University Lecturer in Management Studies at the Said Business School, teaching strategic management and
management of intellectual property. He is also a Fellow and Tutor in Management at St. Peter's College, University of Oxford. Previous apppointments have included Visiting Fellow at both the Institute of Intellectual Property and the National Institute of Science and Technology Policy in Tokyo, and
Research Fellow at the Judge Institute of Management Studies, University of Cambridge.
Review:
International Business and Organization at Birmingham. He consults for major corporations in the areas of strategic alliances, organizaitonal design, organizational learning, and business operations in China. His books include Strategies of Cooperation (with David Faulkner, OUP 1998) and he is
co-editor of the Handbook of Organizational Learning and Knowledge (OUP 2001). David Faulkner is University Lecturer in Strategic Management at the Said Business School and Tutorial Fellow at Christ Church, University of Oxford. He spent much of his career as a strategic management consultant with
McKinsey and Co. and Arthur D. Little before moving into academic life. He has been Deputy Director (undergraduate courses) and Deputy Director (MBA) of the Said Business School. His publications include Strategies of Co-operation (with John Child, OUP 1998), Co-operative Strategies: Economic,
Business, and Organanizational Issues (edited with Mark de Rond, OUP 2000), and the Oxford Handbook of Strategy (2 volumes, edited with Andrew Campbell, OUP 2003). Robert Pitkethly is a University Lecturer in Management Studies at the Said Business School, teaching strategic management and
management of intellectual property. He is also a Fellow and Tutor in Management at St. Peter's College, University of Oxford. Previous apppointments have included Visiting Fellow at both the Institute of Intellectual Property and the National Institute of Science and Technology Policy in Tokyo, and
Research Fellow at the Judge Institute of Management Studies, University of Cambridge.
"The book provides a refreshing new perspective on issues related to the management of acquisitions, an area that has received limited research attention. In particular, it provides some very interesting insights into how differences in acquiring firm nationalities have important implications for postacquisition management and subsequent performance." The Academy of Management Review, Jan. 2002, Vol. 27, Issue 1, p129, 4p
"About this title" may belong to another edition of this title.
- PublisherOxford University Press
- Publication date2003
- ISBN 10 0199267103
- ISBN 13 9780199267101
- BindingPaperback
- Edition number1
- Number of pages272
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Book Description Paperback. Condition: new. Paperback. This book addresses two important areas of concern for managers and management researchers. What are the management challenges involved in the acquisition of a foreign subsidiary? Why do companies pursue a strategy of growth through acquisition when the evidence shows performance is disappointing?In addition to addressing these questions, the authors examine both the acquisitions of foreign companies in the UK and the 'acquirers' themselves.They discuss the theoretical background to the debate over the significance of national management practices as opposed to international norms of practice shaped by global forces transcending nationalboundaries. They then compare and contrast the management practices of the five countries from which the acquirers covered in this book originate: the UK, the USA, Japan, France, and Germany. The authors' research indicates that while considerable convergence is taking place on many dimensions of management practice, distinct national management styles still exist among acquiring companies. The findings also show that although some policies are generally associated withbetter post-acquisition performance across the board, no one national approach is more successful than another, so long as it is implemented with confidence, determination, and consistency. Failure tendsto follow from a lack of these qualities, rather than from having the 'wrong' management style. This is a book about acquisitions and their performance. It looks at the different ways in which companies from the major acquiring countries (UK, USA, Japan, Germany, and France) set about integrating the acquisitions they make in the UK. The book illustrates different national styles at work, but also shows how common many management practices have become around the world. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. Seller Inventory # 9780199267101
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Book Description Taschenbuch. Condition: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - This is a book about acquisitions and their performance. It looks at the different ways in which companies from the major acquiring countries (UK, USA, Japan, Germany, and France) set about integrating the acquisitions they make in the UK. The book illustrates different national styles at work, but also shows how common many management practices have become around the world. Seller Inventory # 9780199267101
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Book Description Paperback. Condition: new. Paperback. This book addresses two important areas of concern for managers and management researchers. What are the management challenges involved in the acquisition of a foreign subsidiary? Why do companies pursue a strategy of growth through acquisition when the evidence shows performance is disappointing?In addition to addressing these questions, the authors examine both the acquisitions of foreign companies in the UK and the 'acquirers' themselves.They discuss the theoretical background to the debate over the significance of national management practices as opposed to international norms of practice shaped by global forces transcending nationalboundaries. They then compare and contrast the management practices of the five countries from which the acquirers covered in this book originate: the UK, the USA, Japan, France, and Germany. The authors' research indicates that while considerable convergence is taking place on many dimensions of management practice, distinct national management styles still exist among acquiring companies. The findings also show that although some policies are generally associated withbetter post-acquisition performance across the board, no one national approach is more successful than another, so long as it is implemented with confidence, determination, and consistency. Failure tendsto follow from a lack of these qualities, rather than from having the 'wrong' management style. This is a book about acquisitions and their performance. It looks at the different ways in which companies from the major acquiring countries (UK, USA, Japan, Germany, and France) set about integrating the acquisitions they make in the UK. The book illustrates different national styles at work, but also shows how common many management practices have become around the world. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability. Seller Inventory # 9780199267101
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Book Description Condition: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. This is a book about acquisitions and their performance. It looks at the different ways in which companies from the major acquiring countries (UK, USA, Japan, Germany, and France) set about integrating the acquisitions they make in the UK. The book illustra. Seller Inventory # 446844083
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