Bøker av Thorsten Muhl

Inhaltsangabe:Abstract: With the beginning of the 1990s, the knowledge era arrived and virtually no organisation can afford to neglect a thorough and methodical discussion on the idea of "managing knowledge". The importance and the prominent role knowledge plays today cannot be overemphasised. As we shall see later on, knowledge and the ability to leverage it provides a comprehensive source of competitive advantage. Keeping this idea in mind the subsequent research project is structured in three main parts. The first part provides an introduction into the field of knowledge. General ideas will be explained, definitions and rationalisations shall be provided. Part two is designed to examine the two central columns of knowledge management: the creation and the transfer of knowledge. In order to analyse both subjects in an entire, comprehensive way, the subsequent dissertation outlines differences and similarities between the two most prominent methodologies: the Anglo-Saxon and the Japanese approach. Within the third part it is intended to combine theoretical findings and pragmatic insights (although the whole paper is for the most part of theoretical nature, cf. research methodology) to develop managerial implications for knowledge management. To be precise, what are the prerequisites of knowledge management? In order to further develop the methodological approach, I structured the part in four points that I consider as the unconditional, complete preconditions for effective knowledge management: culture, HR issues, strategy, and process. The four issues ought to build the foundation for every successful knowledge management initiative. To underline theoretical results the appendix provides two case studies (Siemens and IBM Global Service) as well as a practical guide for measuring knowledge (from the American Productivity and Quality Centre). Generally speaking, the subject matter knowledge management is of profound interest within the discipline of strategic management. Literature on the topic is virtually impossible to count. Nevertheless, within the research paper I intend to concentrate on the most well-known and recognised scholars who worked and still perform on knowledge management. The objective of the subsequent paper is to provide an overview of one of the most difficult and noteworthy topics in strategic management and to examine and analyse different approaches as well as to develop own ideas of so-called key-success [¿]

Inhaltsangabe:Abstract: Near the beginning in Homer?s Odyssey, the son of Odysseus, young Telemachus, had been advised by the goddess of wisdom, Athena, to ask old King Nestor about an important issue, relating to the residence of his father. Telemachus hesitated, explaining his doubts by introversion and insecurity. Telemachus? behaviour lives on in the contemporary context of Mergers &Acquisitions where still the most inexperienced, unskilled professionals supposed and expected to know everything long before the process starts. ?Developing rules and principles for preparing and implementing acquisition projects? attempts to provide a general idea about one of the most difficult, vast, complicated, and sometimes immeasurable growth strategies in management, M&A. While M&A activity had been an Anglo-American occurrence during the first merger wave, the process of concentration had changed to a global phenomenon. Financially driven acquisitions and corporate raiders had been popular during the 1980s, the 1990s and the present is faced with strategic M&A. The present research focuses especially on points that are problematical to measure. Part one comprises a basic approach to M&A, including corporate strategy in terms of its characteristics and the element of strategic management. Part two of the thesis is concerned with the entire M&A strategy. Therefore, the acquisition process had been divided into three components: 1. Pre-acquisition process. 2. The transaction-phase. 3. Post-merger Integration Management (PIM). The centralisation of this part and also the whole thesis, is the search and screen process for potential target companies, a marketing and cultural due diligence approach, and the post-merger integration management (in particular the integration of different organisational cultures). To be precise, the author considered these aspects as absolutely elemental, unquestionable and critical for M&A success. As a result, point four (Valuation techniques and financing methods) is only explained incredibly superficial. The final part of the present research - Part three - combines all the various aspects that had been evaluated during the study by providing some guiding principles for M&A success. Furthermore, the terms ?Mergers? and ?Acquisitions? are used interchangeably in the text because in many instances it is not clear whether one or the other is occurring. However, for certain purposes, it is necessary to distinguish the [¿]