Managing Human Resources in Cross-Border Alliances

by Jackson; Susan E

• ISBN13: 9780415369466
• ISBN10: 0415369460
• Edition: 1st
• Format: Hardcover
• Copyright: 2003-07-03
• Publisher: Routledge

Summary

This title considers the growing importance of cross-border alliances, in particular international joint ventures, mergers and acquisitions, which are currently major business issues. Providing a detailed analysis of various aspects of alliances, including learning acquisition, the HR implications of mergers and the role of cooperation and trust in such alliances, this book fills a vital gap in current literature. Illustrated with case-studies, this is an essential text for students of HRM, international and strategic management, as well as for HR professionals.

Author Biography

Randall S. Schuler is Professor of Human Resource Strategy and Director of the MHRM Program at Rutgers University, and is Research Associate at the Graduate School of Business Administration Zurich Susan E. Jackson is Professor of Human Resource Strategy and Director of the Doctoral Program in Industrial Relations and HR at Rutgers University, and is Research Associate at the Graduate School of Business Administration Zurich Yadong Luo is Professor of Management in the Department of Management at the University of Miami

Table of Contents

List of illustrations	ix
Foreword	xi
Preface	xiii
List of abbreviations	xv
1 Managing human resources in cross-border alliances	1	(21)
Strategic alliances among firms	2	(4)
Human resource management	6	(3)
The multiple stakeholder model	9	(5)
Theoretical perspectives for understanding HRM in IJV's	14	(5)
Overview of chapters	19	(1)
Conclusion	20	(2)
2 International joint ventures	22	(42)
Ownership structures	23	(2)
The importance of international joint ventures	25	(3)
Challenges and risks associated with building IJV's	28	(2)
Reasons for forming an IJV	30	(4)
Basic assumptions made about IJV's	34	(1)
Failure rates of IJV's	34	(1)
Criteria for success and failure	35	(1)
Four-stage model of IJV's	36	(26)
Conclusion	62	(1)
Case example: Fujitsu in Spain: barriers to alliance management	63	(1)
3 Managing human resources in international joint ventures	64	(15)
Guidelines for managing human resources in IJV's	65	(10)
Conclusion	75	(1)
Case example: HR challenges in the IJV's at Rolls-Royce PLC	76	(3)
4 International mergers and acquisitions	79	(17)
Types of international mergers and acquisitions	81	(1)
Reasons for international mergers and acquisitions	82	(1)
Track record	83	(1)
Reasons for failure	84	(1)
Reasons for success	85	(1)
Three-stage model of mergers and acquisitions	86	(8)
Conclusion	94	(1)
Case example: Strategic partnership at DaimlerChrysler	95	(1)
5 Managing human resources in international mergers and acquisitions	96	(23)
Managing HR issues during Stage 1 (pre-combination) of IM&A's	97	(7)
Managing HR issues during Stage 2 (combination and integration) of IM&A's	104	(8)
Managing HR issues during Stage 3 (solidification and assessment) of IM&A's	112	(4)
Conclusion	116	(1)
Case example: Mergers and acquisitions of and by Deutsche Bank	116	(3)
6 Managing cultural diversity in cross-border alliances	119	(24)
National cultures	120	(1)
Industry culture	120	(1)
Organizational cultures	121	(2)
Understanding how cultural diversity influences behavior	123	(10)
Guidelines for managing cultural diversity in cross-border alliances	133	(7)
Conclusion	140	(1)
Case example: Terra Lycos	141	(2)
7 Managing cooperation, control, structure, and exit cross-border alliances	143	(26)
Cooperation	143	(10)
Control	153	(3)
Structure	156	(2)
Thinking ahead: exit as a natural outcome of IJV's	158	(6)
Conclusion	164	(1)
Case example: Dynamic collaborations between Westinghouse and Mitsubishi	165	(4)
8 Cross-border alliances and the HRM profession	169	(8)
Roles for HR professionals	170	(2)
Competencies needed by HR professionals	172	(1)
Guidelines for HR professionals involved in cross-border alliances	173	(2)
Conclusion	175	(1)
Case example: The new HR roles at Deutsche Bank	176	(1)
Appendix A: The international joint venture of Davidson-Marley BV	177	(36)
Appendix B: Precision Measurement of Japan: A small foreign company in the Japanese labor market	213	(9)
Bibliography	222	(18)
Internet resources	240	(2)
Index	242