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Full-Text Articles in Business
Bringing Africa In: Promising Directions For Management Research, Gerard George, Christopher Corbishley, Jane N. O. Khayesi, Martine R. Haas, Laszlo Tihanyi
Bringing Africa In: Promising Directions For Management Research, Gerard George, Christopher Corbishley, Jane N. O. Khayesi, Martine R. Haas, Laszlo Tihanyi
Research Collection Lee Kong Chian School Of Business
Africa is beginning to capture the imagination of entrepreneurs, corporate executives, and scholars as an emerging market of new growth opportunities. Over 15 years, the continent has experienced an average growth rate of 5% (World Economic Forum, 2015: v). Out of its 54 countries, 26 have achieved middle-income status, while the proportion of those living in extreme poverty has fallen from 51% in 2005 to 42% in 2014 (African Development Bank, 2014a: 49). Although there are regional differences, the primary drivers of growth have been rapidly emerging consumer markets, regional economic integration, investment in infrastructure, technological leap-frogging, and the opening …
Rethinking Cross-Border Talent Management: The Emerging Markets Perspective, Tejpavan Gandhok, Richard Raymond Smith
Rethinking Cross-Border Talent Management: The Emerging Markets Perspective, Tejpavan Gandhok, Richard Raymond Smith
Research Collection Lee Kong Chian School Of Business
A closer look at the relatively little understood issue of how and why emerging market MNCs manage their senior talent for international growth leads us to question the conventional wisdom on talent management practices.
A Study On Workforce Integration In An International Acquisition, Christopher Lussier
A Study On Workforce Integration In An International Acquisition, Christopher Lussier
Honors Projects in Management
International acquisitions are extremely difficult to maneuver and success is far from guaranteed. Navigating through financial statements is one thing, but trying to link together two or more geographically and culturally diverse workforces is an entirely another thing. This study analyzes fourteen employee interviews from four different companies involved in international acquisitions within the last ten years. It develops a comprehensive comparison of companies looking to partially integrate through hands-off management or fully integrate through synergistic collaboration of workforces. The analysis looks at the actions companies take once the decision is made to grow internationally through mergers and acquisitions in …