Andere Kunden interessierten sich auch für
![The Social Side of Mergers and Acquisitions]( "The Social Side of Mergers and Acquisitions")
The Social Side of Mergers and Acquisitions106,99 €![Mergers & Acquisitions in Unternehmungskrisen]( "Mergers & Acquisitions in Unternehmungskrisen")
Mergers & Acquisitions in Unternehmungskrisen69,99 €![Patente in technologieorientierten Mergers & Acquisitions]( "Patente in technologieorientierten Mergers & Acquisitions")
Patente in technologieorientierten Mergers & Acquisitions84,99 €![Reasons for Frequent Failure in Mergers and Acquisitions]( "Reasons for Frequent Failure in Mergers and Acquisitions")
Reasons for Frequent Failure in Mergers and Acquisitions42,99 €![Post Merger Management]( "Post Merger Management")
Post Merger Management69,95 €![Unternehmenstransaktionen]( "Unternehmenstransaktionen")
Unternehmenstransaktionen39,95 €![Unternehmenskultur als erfolgsentscheidender Faktor]( "Unternehmenskultur als erfolgsentscheidender Faktor")
Unternehmenskultur als erfolgsentscheidender Faktor59,99 €
Hannes Säubert addresses the question how firms should decide between Partnering and M&A in a qualitative empirical investigation. The hotel engagements of Thomas Cook, a leading tourism corporation, serve as case study.
'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.
'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.