The Management of International Acquisitions - Child, John; Faulkner, David; Pitkethly, Robert
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The findings also show that although some policies are generally associated with better post-acquisition performance across the board, no one national approach is more successful than another, so long as it is implemented with confidence, determination, and consistency. Failure tends to follow from a lack of these qualities, rather than from having the 'wrong' management style.
How much does national culture and management style influence acquisitions and post-acquisition management? The book explores the different ways in which companies from varying cultures and nationalities approach the…mehr

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Produktbeschreibung
The findings also show that although some policies are generally associated with better post-acquisition performance across the board, no one national approach is more successful than another, so long as it is implemented with confidence, determination, and consistency. Failure tends to follow from a lack of these qualities, rather than from having the 'wrong' management style.
How much does national culture and management style influence acquisitions and post-acquisition management? The book explores the different ways in which companies from varying cultures and nationalities approach the task of integrating new UK acquisitions into their group, and examines the question of whether any one method of integration seems to be superior to another in terms of resultant performance of the newly-acquired subsidiary.
Autorenporträt
John Child is Chair of Commerce at the Birmingham Business School and Distinguished Visiting Professor at the University of Hong Kong. He was the Founding Director of both the Centre for International Business and Management, University of Cambridge, and of the Chinese Management Centre, University of Hong Kong. He consults for major corporations in the areas of strategic alliances, organizational design, organizational learning, and business operations in China, and is the author of numerous publications including Strategies of Co-operation (with David Faulkner, OUP 1998). David Faulkner is University Lecturer in Strategic Management at the Saïd Business School and Tutorial Fellow at Christ Church, University of Oxford. He spent much of his career as a strategic management consultant with McKinsey and Co. and Arthur D. Little before moving into academic life. He has been Deputy Director (undergraduate courses) and Deputy Director (MBA) of the Saïd Business School. His publications include Strategies of Co-operation (with John Child, OUP 1998) and Co-operative Strategies: Economic, Business, and Organanizational Issues (edited with Mark de Rond, OUP 2000). Robert Pitkethly is a Departmental Lecturer in Management Studies at the Saïd Business School, teaching strategic management and management of technology and intellectual property. He is also a Senior Fellow of St Peter's College, University of Oxford. Previous appointments have included Visiting Fellow at both the Institute of Intellectual Property and the National Institute of Science and Technology Policy in Tokyo, and Research Fellow at the Judge Institute of Management Studies, University of Cambridge.