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Sökning: WFRF:(Park Kathleen Marshall)

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1.
  • Marshall Park, Kathleen, et al. (författare)
  • Building a global corporate social responsibility program via mergers and acquisitions : A managerial framework
  • 2019
  • Ingår i: Business Horizons. - : Elsevier BV. - 0007-6813 .- 1873-6068. ; 62:3, s. 395-407
  • Tidskriftsartikel (refereegranskat)abstract
    • While previous studies and management conventions often adopted a finance-centric view of cross-border mergers and acquisitions (CBM&A or CBA), we demonstrate that CBA can be an effective platform upon which to build a global corporate social responsibility (CSR) program and that CSR initiatives can be customized for different locales. These CSR-CBA interconnections and customizations respond to a range of stakeholder interests associated with both national and societal institutional factors. We develop a managerial framework for the CSR-CBA setting and illustrate the framework with an exemplar of international expansion through acquisitions combined with the international development and implementation of CSR. 
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2.
  • Stahl, Günter K., et al. (författare)
  • Sociocultural integration in mergers and acquisitions: Unresolved paradoxes and directions for future research
  • 2013
  • Ingår i: Thunderbird International Business Review. - : Wiley. - 1096-4762 .- 1520-6874. ; 55:4, s. 333-356
  • Tidskriftsartikel (refereegranskat)abstract
    • Despite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this field. © 2013 Wiley Periodicals, Inc.
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