Volume III Liz Mohn A Cultural Forum Corporate Cultures in Global Interaction Bertelsmann Foundation Gutersloh 2003 A Cultural Forum Corporate Cultures in Global Interaction Global Business Culture – an International Workshop, held in November 2002 in Gutersloh Content 04 05 Content 6 Foreword Liz Mohn Part I: Cultural Diversity as a Challenge for the Management of Globally Acting Companies: Forming Process of Interaction and Acculturation Global Corporate Cultures:
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Organizational Structure 16 Output Control 16 Organizational Culture 16 Functional Structure 17 “It Reminds Me of…” 17 Findings 18 References 19 Dell at a Glance Headquartered in Round Rock, Texas, Dell Computer Corporation is a premier provider of products and services required for customers worldwide to build their information-technology and Internet infrastructures. Dell's climb to market leadership is the result of a persistent focus on delivering the best possible
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TIMBERLAND THE SOCIALLY RESPONSIBLE MNE TABLE OF CONTENTS ABSTRACT 3 INTRODUCTION 3 1 A THEORETICAL FRAMEWORK ON CSR 4 1.1 Changing perceptions, CSR as a must 4 1.2 Stakeholders’ Theory and Social Contract 5 1.3 Carroll Theory 6 1.4 Positive and negative light of CSR 6 1.5 How to implement Corporate Social Responsibility in a MNE ....................................7 2 TIMBERLAND AND CSR 7 2.1 Brief history of Timberland 8 2.2 The path towards CSR at Timberland: “Commerce
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“WHAT IS THE RELATIONSHIP BETWEEN DIVERSIFICATION AND PERFORMANCE, PARTICULARLY IN EMERGING ECONOMIES? WHAT ARE THE FACTORS WHICH ARE RELEVANT FOR SETTING THE CONTENTS OF THAT RELATIONSHIP?” By João de Almeida Frazão Caro de Sousa Master Thesis Submitted to ESADE Business School in fulfilment of the requirements for the Degree of Master of Science in International Management ESADE Business School May 2012 Master of Science in International Management – ESADE Business School
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TABLE OF CONTENTS Abstract................................................................................ 2 1.0 Introduction........................................................................... 3 2.0 Literature supporting issues...................................................... 7 3.0 Literature not supporting issues................................................ 12 4.0 Discussion............................................................................. 17 5.0 Conclusion...
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By Speed Post NHB/ND/DRS/Pol-No. 33/2010-11 October 11, 2010 All Registered Housing Finance Companies Dear Sir, GUIDELINES ON ‘ KNOW YOUR CUSTOMER’ & ‘ANTI MONEY LAUNDEERNG MEASURES’ FOR HFCs Please refer to our Circular NHB(ND)/DRS/POL. No. 13/2006 dated April 10, 2006 and circulars issued subsequent thereto from time to time on the above subject advising Housing Finance Companies (HFCs) to ensure that a proper policy framework on ‘Know Your Customer‘ and ‘Anti money Laundering Measures’ is put
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Nucor Corporation (A) We are a cyclical business... Basically when you are at the peak of the cycle—times are good, interest rates are low, people are building—our margins increase. When we go to the trough, of course, the margins are squeezed. But over the last 25 years Nucor has never had a losing quarter. Not only a losing quarter, we have never had a losing month or a losing 1 week. —John D. Correnti, President and CEO, Nucor In 1998, Nucor was a Fortune 500 company with 6,900 employees
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VNCI Policy Paper # 3 Vietnam Competitiveness Initiative COMPETITION REVIEW OF THE VIETNAMESE TELECOM SECTOR June 2005 This publication was produced for review by the United States Agency for International Development (USAID). It was prepared by Nguyen Thanh Ha and Pham Quang Thanh of Vietbid Technology & Investment Consulting Center and Jacob Gullish of the VNCI with substantive technical input from John Davis of the USAID-funded STAR Vietnam Project. COMPETITION REVIEW OF THE
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TABLE OF CONTENTS EXECUTIVE SUMMARY 3 MERGERS & ACQUISITIONS 4 DISTINCTION BETWEEN MERGERS AND ACQUISITIONS 5 TYPES OF MERGERS AND ACQUISITONS 7 Horizontal Merger 7 Vertical Merger 7 Co-Generic Merger 7 Conglomerate Merger 7 RECENT EXAMPLES 8 REASONS FOR MERGERS AND ACQUISITIONS 10 Growth of the company 10 Synergy 10 Diversification and expansion 11 Elimination of competition 11 × REASONS WHY MERGERS AND ACQUISITONS CAN FAIL 12 No common vision 12 Weak leadership
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Enterprises, New Delhi. Library of Congress Cataloging-in-Publication Data Mergers, acquisitions and corporate restructuring/edited by Chandrashekar Krishnamurti, Vishwanath S.R. p. cm. Includes references and index. 1. Consolidation and merger of corporations. Corporate reorganizations. I. Vishwanath, S.R., 1971– II. Krishnamurti, Chandrashekar, 1956– HG4028.M4 .M44 658.1/6 22 2008 2007041465 ISBN: 978-0-7619-3586-5 (Pb) 978-81-7829-747-7 (India–Pb) The SAGE Team: Sugata Ghosh, Meena Chakravorty
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