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1.人力资源实践 HR practices

本研究的目的是概括和讨论人力资源对跨国兼并和收购的成功的贡献是否有效。本文将讨论并购成功和失败的常见原因，人力资源实践对成功并购的重要性以及他们所扮演的角色。并购已成为近年来一个难以理解的现象，这也成为一个大企业的一部分。

最初几年，并购的研究集中在金融和战略问题。但是最近的文献关注的是企业并购的人力资源方面。合并可以被定义为两个或两个以上的公司组合合并或形成一个新的公司。然而，收购是购买一个或多个公司的过程，而不是成立的新公司。

这个提议将专注于一个特定的问题：(例如)人力资源的角色在跨境并购公司是否是一个有效的工具。早期的研究论文显示出他们的成就。人力资源职责成为了公司的一个战略角色。

2.文献综述:

在收购过程中以独特的方式处理人力资源问题，对成功的结果是至关重要的。

HR practices

The purpose of this research is to recapitulate and discuss whether the contribution of a HR is effective in the success of cross-border Mergers and Acquisitions. This paper will discuss the common reasons for the success and failures of mergers and acquisitions, HR practices critical to successful combination and their role. Mergers and Acquisitions have become an unaccountable fact in recent years and it is a part of big business.

In the early years, mergers and acquisitions researches are focussed on the financial and strategic issues. But the recent literature focuses on the Human Resources aspect of mergers and acquisitions. Merger can be defined as the combination of two or more companies merge or forming a new company. Whereas, Acquisitions are the process of purchasing one or more companies with no new companies are formed.

This proposal will focus on a particular question (i.e.) whether the HR role is an effective tool for a company in cross-border mergers and acquisitions. The earlier research paper which focussed on this topic has marked their fulfilment. HR function is becoming a strategic player in business.

2. LITERATURE REVIEW:

The Human Resources issues are handled in a unique way during the acquisition process which is essential for the successful outcome. In more, the management of the acquiring companies realizes the early need for incorporating human resources in their acquisition strategy. Making mergers and acquisitions in other countries is one way in which firms can absorb expertise and new practices, but many firms are not successfully tapping the diversity of practice that international mergers and acquisitions bring. This has a clear implication on the performance of organizations growing in this way. The Conference Board (1997) report states 'failure to recognize that HR issues are capable of derailing alliances that have all the prospects of financial success'.

In cross-border mergers and acquisitions, information regarding the merging or acquiring company is imposed and their impact on employees is more urgent for the acquired firm in order to understand the goals or ideas and the philosophy of the foreign acquiring company. Moreover, for the acquiring or merging company, should understand the local workforce, work conditions, national and organizational cultures and customs which is important in managing the integration process more effectively. In one cross-border merger or acquisition, the employees are not used in communication from top management, and consequently, communication after the merging or acquisition is an indication of weakness on the part of the acquiring company [Schweiger et al (1993, p.64)]. Therefore, in cross-border mergers and acquisitions the management team has an additional difficulty of understanding cultural issues, customs and incorporating them in the design of the inte本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。