935 resultados para Triple-Border
Resumo:
Over the years, cross-border mergers and acquisitions have become a popular strategic option for variety of firms. Companies often seek rapid growth through acquiring potentially valuable enterprises or attempting to enhance their organization’s profitability by merging with other firms. However, managing the change of organizational culture is a major managerial challenge as companies often confront difficulties when merging two previously autonomous organizational cultures into one, joint organizational culture. Therefore, the purpose of this study is to increase understanding related to the challenges and possibilities concerning the management of organizational culture change in cross-border mergers and acquisitions. The research question “How to manage the change of organizational culture in cross-border mergers and acquisitions?” is analysed in relation to the theories presented in this thesis regarding organizational culture, organizational change and acculturation as well as in relation with the collected empirical data. The research question is divided into three sub-questions according to the following: (1) “What is the role of organizational culture in organizations?”, (2) “How to manage organizational change in mergers and acquisitions?” and (3) “How to manage organizational culture change through acculturation?”. The thesis is conducted as a qualitative case study research including three personal interviews and one group interview. The interviews were conducted as a combination of semi-structured and unstructured interviews. Theories related to organizational culture, the management of change as well as acculturation are studied and further analysed in relation to empirical material collected by the researcher. Research findings indicate that that several factors can influence the success of managing the organizational culture change in cross-border mergers and acquisitions. Factors such as defining the preferred acculturation model prior the merger; managing the resistance of change; open communication; acknowledgement of local culture and cultural differences; involvement of personnel in change processes; as well as the formulation and implementation of comprehensive change plans proved to be important factors with relation to successful management of organizational culture change
Resumo:
Cartel, en italien, de Cagnino di Gonzaga à Cesare Fregoso. Bozolo,31 juillet 1539 (fol. 112), orig. imprimé, avec le sceau de Gonzaga. — Extraits des Mémoires de Sully (fol. 14). — Duels de Jean de Harcourt et Guillaume III de Tancarville, 1286 (fol. 20), — Raymond du Marcadil de Penne en Agenois et Étienne Donnadieu, 1330 (fol. 24), — M. de Sauvebeuf et Peyrot de Rastinhac, 1587 (fol. 26), — baron de Conros et Carbonat (fol. 29), — Louis de Loudierche, de Grizol et de Cheyladet, 1612 (fol 31, 59), — MM. de Candale et de Schomberg (fol. 36), — combat de la Barrière, 1605 (fol. 37). — Édit de Henri IV défendant les duels (fol. 39). — Accords faits par le connétable, les maréchaux de France et les lieutenants généraux des provinces entre MM. de Clermont et de S. Gery d'Avignon (fol. 50), — de Reilhac et de Drageac (fol. 53), — le duc de Nevers et M. de Montpensier, 1580 (fol. 55), — de Brezolles et de Carluz de Calvimond, 1610 (fol. 57), — de Naves et de Montaignac, 1613 (fol. 61), — le comte de Sault et M. de Brissac, 1638 (fol. 62). — Extraits du « stylus antiquus Parlamenti Parisiensis Caroli Molinoei », éd. 1558 (fol. 66, 72, 74, 156), — du « Coustumier de Normendie », éd. 1539 (fol. 76). — Duels de Jacques Le Gris et Jean de Carouges, 1387 (fol. 84) et autres duels extraits de Froissart (fol. 99 et suiv.). — Lettre orig. de Gaucher de Dinteville à Mgr le Dauphin [Henri II], Venise, 20 décembre 1538 (fol. 142). — « Les Cartelz, reponces et procès-verbaux du different d'entre le sieur de Vassé et le comte Guillaume de Furstenberg, 1540 (fol. 144).
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Référence bibliographique : Rol, 60649
Resumo:
Référence bibliographique : Rol, 60797
