When to ally & when to acquire
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071505664 | ||
| 003 | MAP | ||
| 005 | 20080418124748.0 | ||
| 007 | hzruuu---uuuu | ||
| 008 | 040906e20040701usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa | ||
| 084 | $a922.111 | ||
| 100 | 1 | $0MAPA20080161200$aDyer, Jeffrey H. | |
| 245 | 1 | 0 | $aWhen to ally & when to acquire$cJeffrey H.Dyer, Prashant Kale, Harbir Singh |
| 520 | 8 | $aAlliances and acquisitions are alternative strategies, that is, the decision to do one usually implies not doing the other. If companies actually factored that into their decisions, they would make better deals | |
| 650 | 1 | 1 | $0MAPA20080606091$aEstrategia empresarial |
| 650 | 1 | 1 | $0MAPA20080604684$aAlianzas empresariales |
| 650 | 1 | 1 | $0MAPA20080546991$aEmpresas |
| 650 | 1 | 1 | $0MAPA20080609320$aAdquisición de empresas |
| 700 | 1 | $0MAPA20080103897$aKale, Prashant | |
| 700 | 1 | $0MAPA20080084691$aSingh, Harbir | |
| 740 | 0 | $aHarvard business review | |
| 773 | 0 | $wMAP20077100345$tHarvard business review$dBoston$gJuly-August 2004 ; p. 109-115 |