Corporate culture as a success factorduring mergers and acquisitions
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buecher.de GmbH & Co. KG, [1].
Project Report from the year 2015 in the subject Business economics - Business Management, Corporate Governance, language: English, abstract: The aim of the presented paper is to give guidance to overcome the imbalance between the importance and the previous consideration of corporate cultures in the M&A process. This academic paper is intended to illustrate the position of the corporate culture and therefore of the human factor as key to success of an M&A and to present a theoretically as well as practically realizable recommendation for action. By means of this recommendation for action, corporate cultures can be analyzed, joined and integrated during the M&A process to prevent a cultural caused failure of transactions. It seems advisable to orientate oneself towards the procedure of a merger. Concretely, this means the recourse on a structured and integrated phase model.By the adoption of the cultural-SWOT-analysis in combination with the cultural benchmarking (in the pre-merger phase) and the integration balanced scorecard as a control mechanism (in the post-merger-phase) this paper should show a new, promising approach that have never been used before in this context. The focus is on the corporate culture as a complex and fundamental appearance of the company to raise the awareness for creating a shared system of values and norms. An additional goal is to present and discuss the suitability of the integration models, which are discussed in the literature and which underline the importance of the corporate culture.This academic paper will thereby focus on the following research issues:1.) Which connection exists between the functions and effects of the corporate culture and the economic success during the M&A process?2.) How can corporate cultures connected successfully within the context of an M&A process?2016. 48 S. 210 mmVersandfertig in 3-5 Tagen, Softcover.

Lieferung aus: Deutschland, zzgl. Versandkosten.
Project Report from the year 2015 in the subject Business economics - Business Management, Corporate Governance, language: English, abstract: The aim of the presented paper is to give guidance to overcome the imbalance between the importance and the previous consideration of corporate cultures in the M&A process. This academic paper is intended to illustrate the position of the corporate culture and therefore of the human factor as key to success of an M&A and to present a theoretically as well as practically realizable recommendation for action. By means of this recommendation for action, corporate cultures can be analyzed, joined and integrated during the M&A process to prevent a cultural caused failure of transactions. It seems advisable to orientate oneself towards the procedure of a merger. Concretely, this means the recourse on a structured and integrated phase model.By the adoption of the cultural-SWOT-analysis in combination with the cultural benchmarking (in the pre-merger phase) and the integration balanced scorecard as a control mechanism (in the post-merger-phase) this paper should show a new, promising approach that have never been used before in this context. The focus is on the corporate culture as a complex and fundamental appearance of the company to raise the awareness for creating a shared system of values and norms. An additional goal is to present and discuss the suitability of the integration models, which are discussed in the literature and which underline the importance of the corporate culture.This academic paper will thereby focus on the following research issues:1.) Which connection exists between the functions and effects of the corporate culture and the economic success during the M&A process?2.) How can corporate cultures connected successfully within the context of an M&A process?

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Von Händler/Antiquariat, AHA-BUCH GmbH [51283250], Einbeck, Germany.
This item is printed on demand - Print on Demand Neuware - Project Report from the year 2015 in the subject Business economics - Business Management, Corporate Governance, language: English, abstract: The aim of the presented paper is to give guidance to overcome the imbalance between the importance and the previous consideration of corporate cultures in the M&A process. This academic paper is intended to illustrate the position of the corporate culture and therefore of the human factor as key to success of an M&A and to present a theoretically as well as practically realizable recommendation for action. By means of this recommendation for action, corporate cultures can be analyzed, joined and integrated during the M&A process to prevent a cultural caused failure of transactions. It seems advisable to orientate oneself towards the procedure of a merger. Concretely, this means the recourse on a structured and integrated phase model. By the adoption of the cultural-SWOT-analysis in combination with the cultural benchmarking (in the pre-merger phase) and the integration balanced scorecard as a control mechanism (in the post-merger-phase) this paper should show a new, promising approach that have never been used before in this context. The focus is on the corporate culture as a complex and fundamental appearance of the company to raise the awareness for creating a shared system of values and norms. An additional goal is to present and discuss the suitability of the integration models, which are discussed in the literature and which underline the importance of the corporate culture. This academic paper will thereby focus on the following research issues: 1.) Which connection exists between the functions and effects of the corporate culture and the economic success during the M&A process 2.) How can corporate cultures connected successfully within the context of an M&A process 48 pp. Englisch.

Lieferung aus: Deutschland, Versandkostenfrei.
Corporate culture as a success factorduring mergers and acquisitions: Project Report from the year 2015 in the subject Business economics - Business Management, Corporate Governance, language: English, abstract: The aim of the presented paper is to give guidance to overcome the imbalance between the importance and the previous consideration of corporate cultures in the M&A process. This academic paper is intended to illustrate the position of the corporate culture and therefore of the human factor as key to success of an M&A and to present a theoretically as well as practically realizable recommendation for action. By means of this recommendation for action, corporate cultures can be analyzed, joined and integrated during the M&A process to prevent a cultural caused failure of transactions. It seems advisable to orientate oneself towards the procedure of a merger. Concretely, this means the recourse on a structured and integrated phase model. By the adoption of the cultural-SWOT-analysis in combination with the cultural benchmarking (in the pre-merger phase) and the integration balanced scorecard as a control mechanism (in the post-merger-phase) this paper should show a new, promising approach that have never been used before in this context. The focus is on the corporate culture as a complex and fundamental appearance of the company to raise the awareness for creating a shared system of values and norms. An additional goal is to present and discuss the suitability of the integration models, which are discussed in the literature and which underline the importance of the corporate culture. This academic paper will thereby focus on the following research issues: 1.) Which connection exists between the functions and effects of the corporate culture and the economic success during the M&A process 2.) How can corporate cultures connected successfully within the context of an M&A process, Englisch, Taschenbuch.

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Corporate culture as a success factor during mergers and acquisitions ab 16.99 EURO A theoretical analysis.