Librería Samer Atenea
Librería Aciertas (Toledo)
Kálamo Books
Librería Perelló (Valencia)
Librería Elías (Asturias)
Donde los libros
Librería Kolima (Madrid)
Librería Proteo (Málaga)
Inhaltsangabe:Abstract: Todays tempo of global change and technological development often does not allow organizations to keep pace with the help of endogenous growth strategies. Surviving in global competition is the driving force of the recent takeover boom, setting demands on the top management of any firm aspiring to expand abroad. As a result, acquisitions become an inevitable management instrument, even though it is vulgo accepted to be a chancy pathway. The terms acquisition and takeover are part of the mergers and acquisitions parlance and both will be used interchangeably throughout the thesis. Prominent recent examples as the international takeover attempts of E.ON/Endesa and of Mittal Steel/Arcelor demonstrate the topicality of the subject. The purpose of this thesis is to study structural adjustments, which are required in order to integrate a cross-border acquisition into the acquiring firms organizational structure. In particular, the central point is on the human resource factor during an international takeover. Furthermore, an analysis of negative internal corporate forces, which are threatening efficient outcomes and an answer to how such forces might be prevented, is given. By focusing on a merely domestically operating company of a medium size, the thesis examines a theoretical initial takeover of a foreign competitor. The post-acquisition structural adjustments of the acquiring firm is of particular interest, using two specific hypothetical organizational structures, the functional and the divisional structure, to illustrate the optional adjustments in the organizational architecture of the acquiring firm. Throughout this thesis, the terms organizational structure, architecture, design, and arrangement will be used synonymously. The objective to pursue is the full and successful incorporation of the acquired firm by trying to minimize time and costs needed for the integration process. To begin with, section two introduces moti
