Description
Book SynopsisMergers, acquisitions, and alliances continue to be almost an everyday feature of the contemporary business scene, yet at least half prove to be unsuccessful. The authors show the contribution that psychology can make to our understanding of the merger phenomena - how it affects organizational performance, and how it affects the managers and employees involved.
Mergers, Acquisitions and Strategic Alliances is intended as a guide to successful organizational marriage. Great emphasis is placed on the issue of cultural compatibility as it concerns partner selection, integration practices and venture outcomes.
The book also focuses on cross-national mergers, acquisitions and joint ventures. With the increasing economic activity within the European Union and between the unions of other countries, there is a need to know more about the corporate and national cultures in these strategic alliances. The authors have drawn upon an extensive body of r
Trade Review'This is a complex subject which this clearly written, well constructed guide tackles cogently and thoroughly.' - Personnel Today, January 1996
'The eleven chapters, each enhanced with a bibliography providing an
invaluable guide to further reading, are excellent.'
Table of ContentsIntroduction: mergers, acquisitions and strategic alliances, a people issue; Overview; Culture and performance; Stages of merger and acquisition; Appendices; Index.
