Suchergebnisse

Die mit dem Schlagwort der "Globalisierung" beschriebenen Wandlungsprozesse machen auch vor der Arbeitswelt nicht Halt und stellen das Personalmanagement vor neue Aufgaben. Hierzu gehören etwa grenzüberschreitende Fusionen und strategische Allianzen, die Zusammenarbeit in multinationalen - und oftmals virtuellen - Teams, grenzenlose Karrieren, weltweite Führungskräfteentwicklung, globales Outsourcing sowie die Schaffung von Koordinationsinstrumenten - eines "common glue" -, die die weltweit verstreuten Unternehmensteile zusammenhalten. Das vorliegende Buch greift diese Entwicklungen auf und stellt aktuelle Forschungsergebnisse und Lösungsansätze in verschiedenen Aufgabenfeldern des internationalen Personalmanagement vor. Die internationale Ausrichtung spiegelt sich nicht nur in der Wahl der Themen, sondern auch in der Zusammensetzung der Autoren wider. International renommierte Forscher und führende Personalmanagementexperten aus dem deutschsprachigen Raum greifen von der 'üblichen' Sichtweise abweichende theoretische Ansätze, empirische Ergebnisse und praktische Entwicklungen auf und machen so neuere Entwicklungen im internationalen Personalmanagement sichtbar

Asubstantive body of theory and research on the role of culture in mergers and acquisitions (M&A) suggests that cultural differences can create major obstacles to achieving integration benefits. However, the opposite view—that differences in culture between merging firms can be a source of value creation and learning—has also been advanced and empirically supported. In an attempt to reconcile these conflicting perspectives and findings, we present a model that synthesizes our current understanding of the role of culture in M&A, and we develop a set of hypotheses regarding mechanisms through which cultural differences affect M&A performance. The results of a meta-analysis of 46 studies, with a combined sample size of 10,710 M&A, suggest that cultural differences affect sociocultural integration, synergy realization, and shareholder value in different, and sometimes opposing, ways. Moderator analyses reveal that the effects of cultural differences vary depending on the degree of relatedness and the dimensions of cultural differences separating the merging firms, as well as on research design and sample characteristics. The implications for M&A research and practice are discussed.

The second edition of this Handbook provides up-to-date insight into ground-breaking research on international human resource issues today. These issues are faced by multinational companies which can be as small as one person with a computer and Internet connection or as large as a medium-sized country. -- Written by the field's most distinguished researchers, the book will stimulate thought for new research and provide a glimpse of where we have been and where we are going. The book explores issues such as the importance of linking IHRM activities to organizational strategy and culture; talent management; staffing; performance management; leadership development; diversity management; international assignment and mobility issues; and the role of IHRM in the management of global teams and cross-border joint ventures, mergers and acquisitions. -- The Handbook illustrates that IHRM research is both theoretically deep and eclectic. Drawing upon a range of paradigms and perspectives this compendium will prove invaluable for HRM scholars, doctoral students, and others interested in IHRM research.