Partnering versus Mergers & Acquisitions
Theory and an Exploratory Case Study in the Tourism Industry. Dissertation European Business School Oestrich-Winkel 2005
(Sprache: Englisch)
'How should finns decide between Partnering and M&A?' In today's globalizing economy company processes look more and more like Lego bricks in a world where company borders, national borders, and industry borders are losing their mean ing. Value chains...
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'How should finns decide between Partnering and M&A?' In today's globalizing economy company processes look more and more like Lego bricks in a world where company borders, national borders, and industry borders are losing their mean ing. Value chains are de constructed and re-assembled, processes are outsourced across the globe, and companies are bought and sold, split and merged at a seemingly ever increasing rate. New organizational relationships emerge and companies are increasingly forced to search for their success outside their existing boundaries. Partnering as well as mergers and acquisitions (M&A) are the typical means to accomplish this. Although every merger, acqui sition or partnership is presented to the press and the shareholders with a clear rationale, the logic is not always easy to follow. How do finns decide between Partnering and M&A? And how should finns make this deci sion? These two questions are central to this thesis, and although much has been written about both Partnering and M&A, little is written about the choice between these two options for external growth. In this thesis, Hannes Saubert addresses this topic in a very clear and convincing way, build ing on an extensive and integrative literature review and an in-depth case study in the tourism industry where he enjoyed excellent access to all the different actors involved in these deci sions.
Inhaltsverzeichnis zu „Partnering versus Mergers & Acquisitions “
1 Introduction: overview of the research project.- 2 Concepts and findings: assessment of relevant prior research.- 3 Empirical investigation: an exploratory case study.- 4 Advancement: towards a decision framework.- 5 Discussion and outlook.- Appendices 207.- Appendix 1: List of internal documents used in case study.- Appendix 2: Interview guideline.- Appendix 3: Written request for personal interview.- Appendix 4: Interview protocols.- Appendix 5: 'Categories Matrix'.- References 289.
Autoren-Porträt von Hannes Säubert
Dr. Hannes Säubert promovierte bei Prof. Dr. Hans P. Borgman an der European Business School Oestrich-Winkel. Er ist als Senior Manager im Bereich Strategy & Organization für die Arthur D. Little GmbH tätig. Bibliographische Angaben
- Autor: Hannes Säubert
- 2005, XVII, 313 Seiten, 3 Schwarz-Weiß-Abbildungen, Maße: 14,8 x 21 cm, Kartoniert (TB), Englisch
- Verlag: Deutscher Universitätsverlag
- ISBN-10: 3835001108
- ISBN-13: 9783835001107
- Erscheinungsdatum: 25.10.2005
Sprache:
Englisch
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