[Year]

[Document title]
[DOCUMENT SUBTITLE]
THE DOCTOR
 1

Contents
Chapter 1: Introduction...............................................................................................................2

1.1. Background......................................................................................................................2

1.2. Research question...........................................................................................................3

1.3. Aims and objectives........................................................................................................3

1.4. Justification of research..................................................................................................3

1.5. Outline of chapters..........................................................................................................4

1.6. Definitions........................................................................................................................4

1.7. Summary..........................................................................................................................4
 2

Chapter 1: Introduction

1.1. Background
The media constantly portray corporations as fighting groups who are proving themselves
wealthy through the loss of their competitors. Leaders often use comparative images to persuade
their “armies”. What is ignored by those images is the strong reliance between business
organizations and how much participation they bring to normal growth. Similarly as countries
have experienced the benefits of financial cooperation, organizations have found that success
often relies on building meaningful relationships. Successful management of important meetings
is a daunting task, however. The consolidation of DaimlerChrysler in 1998 outlines part of the
management challenges born in managing boundary cooperation. Cutthroat’s power in the
automotive industry around the world initially drove these organizations to integrate.
Consolidation looks good on paper, but social differences have been hampered by the ability of
managers to quickly get the financial rewards they were expecting (Dencker, J.C., 2004).
Conflicts over comparisons between the country's communities and friends' communities have
almost ruined the prosperity of the new organization. It seems to take a very long time for
managers to get into the general idea and agree with the need for a co-operative process alone.
While the alliance is now proving to be a success, long-term fundamental difficulties may have
been kept to a minimum if management saw and appreciated the many HRs they offer that they
may need to consider.

In addition, given very little attention to the exclusion of cultural differences in the sequence of
studies in a limited flow, divided and conflicting study, indicates the need for further research.
As evidenced by the asset-based perspective, information dissemination is critical to
international organizations and the line between strong associations. This distribution of research
is aimed at understanding that the limitations of global businesses for anonymous
communication determine their ability to make a name for themselves. However, there is no
direct information regarding the interaction between the flows of line information as is done in
the current study (Hong, Y., 2006). Most of the data covered by the experiment is done in
 3

relation to the factors that transmit or impede the flow of information, rather than assuming the
connection between data flow and business performance as a whole. In line with these lines,
further research is being directed at understanding the relationship between data flow as an asset.

1.2. Research question

In the context of 1.1, the corresponding research question is presented:

“How does MNC’s manage HR regarding IHRM and cross culture businesses?”

1.3. Aims and objectives

Research aims include the goals of the assessment and the achievement of research objectives,
research objectives provide additional assistance in improving the performance of various
assessment tasks. The goals and objectives are as follows:

 HRM should oversee the relationship between the IJV and parent organizations. Different
principles can do two basic things
 HR must conduct proper HRM training and IJV procedures itself. HRM must register,
create, promote, and hold HR at IJV level
 The purpose of this research is to identify the role of IHRM in linear collaboration.
 One purpose of this study is to see how Cross-line cooperatives, Equity-based unions (M
& As, IJVs) and Globalizing SMEs can integrate with IHRM (Jackson, S. and Schuler,
R., 2003).
1.4. Justification of research

The research focuses on acquisitions as well as fusions. In part, this is due to the very tiny
percentage of all successful M&A transactions which is comprised only by the merger of equals,
even though such deals tend to be more complicated in nature than acquires. Acquisitions thus
seem to be more important in the context of their number of occurrences as a social
phenomenon. In addition, little study exists on the difficulties relating to the execution of cross-
border acquisitions before and after acquisition. The research focuses on purchases at the level
of individual subsidiaries or units, rather than at the organisational level of the corporation.
Within the framework of major multi-unit purchases, the organisational history of each unit is
usually distinct (Katz, D. and Kahn, R.L., 1978). This makes it a unique task to integrate each
acquired unit. Acquisitive reactions thus seem to occur at the local level of the unit instead than
 4

at the corporate level across units. This breadth may be further reflected within units in
particular companies and product lines if the unit is made up of two or more companies
operating according to distinct logics.

1.5. Outline of chapters

This research is conducted as follows. Chapter 2 offers an overview of current literature related
to the management process before and after achievement. It examines the literature in four areas
in particular: the motivations of merger and acquisition; pre-acquisition management problems;
post-acquisition management difficulties; cross-border acquisition performance. Chapter 3
describes the research methodology of the study such as the selection of the design of research,
the data collecting process, the operationalization of structure, the response rate and the research
conceptual framework. Secondary data on the latest trends in UK cross-border MNC’s. In
chapter 4 shows that the results of the research are based on primary data. In chapter 5, the
findings addressing the motivations for cross-border acquisitions are given and analysed. Chapter
6 will be on the discussion of findings and result, and last chapter consists of conclusion,
recommendations, limitations and future research.

1.6. Definitions
Human resource management is a systematic strategy to managing employees in a
corporation or organisation in such a way that they assist the organization acquire a strategic
advantage. Its goal is to maximise staff effectiveness in support of a company’s operational goals
(Kahn, R.L., 1978).
A cross-border alliance is a strategic collaboration established among two or more
organizations representing separate nations with the goal of achieving shared objectives by
working collaboratively and talents (Doz et al. 1998).
1.7. Summary
It may be said that this study focused on identifying the role of human resource management in
managing cross-border alliances. This chapter establishes the goals and aims that will aid the
investigator in analysing a range of data in order to meet study objective. This section of the
paper also discusses the dependability of other chapters in terms of meeting research objectives.
 5

References

Aguilera, R.V. and Dencker, J.C., 2004. The role of human resource management in cross-border
mergers and acquisitions. The International Journal of Human Resource
Management, 15(8), pp.1355-1370.

Colakoglu, S., Lepak, D.P. and Hong, Y., 2006. Measuring HRM effectiveness: Considering
multiple stakeholders in a global context. Human Resource Management Review, 16(2),
pp.209-218.

Jackson, S. and Schuler, R., 2003. Cultural diversity in cross-border alliances. Cross-Cultural

Management: Foundations and Future, pp.123-153.

Katz, D. and Kahn, R.L., 1978. The social psychology of organisations (Vol. 2, p. 528). New
York: Wiley.

Li, S. and Scullion, H., 2006. Bridging the distance: Managing cross-border knowledge
holders. Asia Pacific Journal of Management, 23(1), pp.71-92.

Mayrhofer, W., Brewster, C. and Morley, M. eds., 2007. HRM in Europe. Routledge.

Pucik, V., Evans, P. and Björkman, I., 2017. The global challenge: International human resource
management.

Schuler, R.S. and Tarique, I., 2007. International human resource management: a North
American perspective, a thematic update and suggestions for future research. The
International Journal of Human Resource Management, 18(5), pp.717-744.

Schuler, R.S., Tarique, I. and Jackson, S.E., 2004. Managing human resources in cross-border
alliances. Emerald Group Publishing Limited.
 6

Stahl, G.K., Pucik, V., Evans, P. and Mendenhall, M.E., 2004. Human resource management in
cross-border mergers and acquisitions. International human resource management, 2,
pp.89-113.

Vendrell-Herrero, F., Gomes, E., Bustinza, O.F. and Mellahi, K., 2018. Uncovering the role of
cross-border strategic alliances and expertise decision centralisation in enhancing
product-service innovation in MMNEs. International Business Review, 27(4), pp.814-
825.

Warner, M., 2005. Whither international human resource management? The Routledge global
HRM series. The International Journal of Human Resource Management, 16(5), pp.870-
874.