Ensuring success after the deal is signed

Article Abstract:

Good management of employees in a joint venture, following the completion of the deal, is vital. A joint venture will bring with it some misgivings for employees and may lead to key staff leaving the company. Employees must be prepared to work together in order to ensure the success of the new venture. The new company should be seen as standing apart from its parent company, with a clearly defined communication process within the company to help reduce animosity between employees. The management of the joint venture should be left to control and run the new business.

Joint-Venture Management, Management, Joint ventures, New business enterprises, Startups

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A question of balance: case studies in strategic knowledge management

Article Abstract:

Companies are faced with the need to manage knowledge strategically. They can use new concepts but these concepts simply reflect good practice that has already shown its worth over time. Companies have to use knowledge in a productive way and focus on human aspects of management in order to use staff to their full potential. This is a major business challenge and successful companies agree that efficiency, innovation and flexibility depend on the workforce having these attributes.

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Make time for the human touch

Article Abstract:

Human resource issues are of key importance to the early success of a company takeover deal. Any company acting as an adviser in a takeover deal should obtain human resource details about the bidder and the target, but must also look at human resource issues which are not clear from statistics. These could include the reputation of individual board members, their relationships with each other and how they are viewed by customers and suppliers.

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