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International acquisitions: Triggers...

Nova Southeastern University.

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International acquisitions: Triggers for learning and knowledge flows impacting the transformation of the acquired enterprise.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	International acquisitions: Triggers for learning and knowledge flows impacting the transformation of the acquired enterprise./
作者:	Swartz, John R.
面頁冊數:	270 p.
附註:	Source: Dissertation Abstracts International, Volume: 69-12, Section: A, page: 4796.
Contained By:	Dissertation Abstracts International69-12A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3340891
ISBN:	9780549958383

International acquisitions: Triggers for learning and knowledge flows impacting the transformation of the acquired enterprise.
Swartz, John R.

International acquisitions: Triggers for learning and knowledge flows impacting the transformation of the acquired enterprise. - 270 p.

Source: Dissertation Abstracts International, Volume: 69-12, Section: A, page: 4796.

Thesis (D.B.A.)--Nova Southeastern University, 2008.

*The name of the acquirer was changed at the request of the actual company due to the sensitivity of the acquisition.

ISBN: 9780549958383Subjects--Topical Terms:

626628
Business Administration, Management.

International acquisitions: Triggers for learning and knowledge flows impacting the transformation of the acquired enterprise.
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245 1 0 $a International acquisitions: Triggers for learning and knowledge flows impacting the transformation of the acquired enterprise.
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502 $a Thesis (D.B.A.)--Nova Southeastern University, 2008.
520 $a *The name of the acquirer was changed at the request of the actual company due to the sensitivity of the acquisition.
520 $a The goal and the outcome of this research has been to develop an international acquisition model representing organizational learning processes and the transfer of knowledge in international acquisitions by multinational companies (MNCs), and to explore how these processes and transfer impact international acquisitions. In order to develop this model, it was necessary to understand how the pre-acquisition activities can be used to gain insight into the culture of the target enterprise and how this insight could be used to transform the existing culture in order to align it with the culture of the acquiring company. Using the insight gleaned from reviewing current and historical literature on organizational culture, cultural change and organizational learning processes models were developed for organizational learning, human capital transformation, and human capital valuation. The researcher then applied this insight as well as the models developed to an international acquisition in which he was involved*. The research into the acquisition subdivided the transfers into the critical stages of the international acquisition process. These stages would include target enterprise evaluation for strategic fit, pre-acquisition activities, and post-acquisition activities, such as the introduction of the marketing concept, the development of infrastructure, and organizational development. The research was supported with commentary derived through personal communications with participants in the actual acquisition, and the three models which were the outcome of the research were validated with individuals from industry and academia. The conclusion of this research is that organizational learning processes, including knowledge transfers when supported by transformational leadership, a strong vision, and appropriate infrastructure development, can have a positive effect on international acquisitions.
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