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T4 (Ch4) (International SMEs (p.94) (IHRM influences / factors (p.96)…
T4 (Ch4)
International SMEs (p.94)
Definition table (p.95)
Stats of importance at national level (p.95)
IHRM influences / factors (p.96)
Recruitment, selection and retention (p.96) - particularly around competing in the labour force with large MNEs
HR development (p.97) - more short-termism, informal
Founder/owner attitudes (p.96) - particularly prior experience or interest in an international setting/organisation
Expat management (p.98) - more focus on language, not culture
Limited resources and outsourcing (p.98)
List of barriers for SMEs going global (p.95)
Equity cross-border alliances (p.82)
Mergers and acquisitions (M&As) (p.83)
Strategic HRM in M&As (p.88)
Aquilera & Dencker concepts
Processes
Values
Resources
M&A phases and related HR (p.87) see Fig 4.4
Due diligence phase (in-depth look at short-list or chosen partner)
Integration planning phase
Pre-M&A phase (screening potential partners)
Implementation and assessment phase
Country/region comparisons (pp.89-90)
HR challenges (p.83)
Intra-acquisition HR challenges
Intra-merger HR challenges
International joint ventures (IJVs) (p.90)
IJV stages (p.91)
Formation
Development
Implementation
Advancement
HR roles (p.92)
Partnership role
Change facilitator and strategy implementer
Innovator
Collaborator
Cross-cultural management considerations are massive (p.92)
Loyalty is also a key issue, where IJV management are more loyal to their parent firm than the IJV - especially as key decision-making positions are jointly shared (p.94)
Reasons for an IJV (p.91)
Expats can be important for transferring tacit knowledge