Multinationale strategische Vereinbarungen zwischen Unternehmen sind keineswegs neu - trotzdem zeigen aktuelle Forschungsergebnisse, daß die meisten dieser Abmachungen ihr Ziel schlicht verfehlen. Wo liegen die Ursachen? Der Autor versucht anhand zahlreicher Fallstudien, dem Thema auf den Grund zu gehen, diskutiert auch Aspekte der kulturellen Vielfalt, der Kommunikation und des Führungsstils und zeigt - nicht zuletzt - Alternativen zur gegenwärtigen Praxis auf. Multinational strategic alliances are one of the most significant tools used today in business, especially in multinational firms.…mehr
Multinationale strategische Vereinbarungen zwischen Unternehmen sind keineswegs neu - trotzdem zeigen aktuelle Forschungsergebnisse, daß die meisten dieser Abmachungen ihr Ziel schlicht verfehlen. Wo liegen die Ursachen? Der Autor versucht anhand zahlreicher Fallstudien, dem Thema auf den Grund zu gehen, diskutiert auch Aspekte der kulturellen Vielfalt, der Kommunikation und des Führungsstils und zeigt - nicht zuletzt - Alternativen zur gegenwärtigen Praxis auf. Multinational strategic alliances are one of the most significant tools used today in business, especially in multinational firms. Although such alliances have been around for a long time, they are particularly important in today s business world, and their breadth of use and complexity highlights the need for a comprehensive guide such as this.
Robert J. Mockler is Joseph F. Adams Professor of Management and Director of the Strategic Management Research Group at St. John's University, New York. He is a graduate of Harvard and received his PhD from Columbia University. He has consulted and taught throughout the world in a wide range of management areas, including strategic management and business policy, management decision making, and knowledge-based systems for management decisions. He has also published extensively in the management field, with recent focus on international management and strategic alliances.
Inhaltsangabe
Introduction: Strategic Alliances and Multinational Management. Strategic Management Fit: The Enabling Role of Alliances for an Individual Firm. Negotiating and Partner Selecting. Determining Type and Structure of Strategic Alliances: Operational Fit. Making Multinational Strategic Alliances Work: Management Staffing, Organizing and Leading. Making Multinational Strategic Alliances Work: Management, Development and Training, Control and Termination. Conclusion: Guidelines for Developing and Managing Multinational Strategic Alliances. Appendices. Indexes.
Introduction: Strategic Alliances and Multinational Management. Strategic Management Fit: The Enabling Role of Alliances for an Individual Firm. Negotiating and Partner Selecting. Determining Type and Structure of Strategic Alliances: Operational Fit. Making Multinational Strategic Alliances Work: Management Staffing, Organizing and Leading. Making Multinational Strategic Alliances Work: Management, Development and Training, Control and Termination. Conclusion: Guidelines for Developing and Managing Multinational Strategic Alliances. Appendices. Indexes.
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