Strategic Alliances, Mergers and Acquisitions

The Influence of Culture on Successful Cooperation

Inbunden, Engelska, 2010

2 789 kr

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This unique book focuses on the link between different types of culture (national, corporate, professional) and the success of strategic alliances, mergers and acquisitions. Over the past decades we have seen a significant increase in the number of strategic alliances, mergers and acquisitions. Despite this proliferation many recent studies have reported high failure rates. This failure is often attributed to cultural differences between partners, which has led to a growing body of literature on the subject. To date, most of these studies have focused on national and corporate culture, whereas this book also places particular emphasis on the importance of culture at the professional level. The authors clearly show that all three levels of culture may have a profound impact upon the ultimate success or failure of alliances, mergers and acquisitions. Researchers in the field of international business, strategic management, and strategic alliances, mergers and acquisitions will find this book to be of invaluable interest. Managers in multinational corporations and international business students should also not be without this important resource.

Produktinformation

Utgivningsdatum2010-03-31
Mått156 x 234 x undefined mm
FormatInbunden
SpråkEngelska
FörlagEdward Elgar Publishing Ltd
ISBN9781848443365

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Contents:Preface: Filling the Gap in Strategic Alliances, Mergers and AcquisitionsCary L. CooperCulture, Strategic Alliances, Mergers and Acquisitions: An IntroductionElise Meijer, Geert Duysters and Jan Ulijn1. Strategic Alliances and Culture in a Globalizing WorldRajesh Kumar and T.K Das2. Why do International Alliances Fail? Some Insights from Culture and Human Social BiologyGert Jan Hofstede3. Creating a Supportive Culture for Corporate Entrepreneurship: Balancing Creativity and Discipline for the Development of Radical Innovation by Interfirm CooperationBob Walrave, Victor A. Gilsing and Michiel F. de Jager 4. Culture and its Perception in Strategic Alliances: Does it Affect Performance? An Exploratory Study into Dutch–German VenturesJan Ulijn, Geert Duysters and Jean-Marie Fèvre 5. Cultural Differences and Homogeneity in Strategic Alliances: The Case of Trimo Trebnje (Slovenia) and Trimo VSK (Russia)Metka Tekavčič, Vlado Dimovski, Darja Peljhan and Miha Škerlavaj6. Strategic Importance of Organizational Culture in the Context of Organizational Growth through Acquisitions: The Case of the Helios GroupNada Zupan and Robert Kaše7. Cross-border Marriages: Dutch–Japanese and Dutch–American CombinationsFrits Grotenhuis8. Managing Potential Conflicts in a European Banking Alliance in ICT: Study of Intro- and Mutual Perception Combined for a Cultural FitJan Eppink, Jan Ulijn and Beatrice van der Heijden9. Portrait of an Odd-eyed Cat: Cultural Crossing as a Trademark for a Dutch–Thai Strategic Alliance Nantawan Noi Kwanjai and J. Friso den Hertog10. Resistance to the Transfer of Management Knowledge in International Ventures: Steps Towards a Pathologic InterpretationGerard Fink and Nigel J. HoldenIndex

‘Organizational flirts and marriages - alliances, mergers and acquisitions - are dramatic examples of how soft cultures can produce hard facts of success or failure. Decisions born from human vanity can lead to destruction of human capital. The chapters selected by Ulijn, Duysters and Meijer illustrate the many facets of organizational family life for the scholar and, hopefully, for the decision-maker who considers another move.’