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1

The Negative Impact of Mergers and Takeovers on Employees

100%
Lupina-Wegener A.
Zarządzanie Zasobami Ludzkimi
|
2005
|
vol. 5
|
issue 3-4(42-43)
53-61
EN
The objective of the article is to present a destructive impact of mergers and acquisitions on employees, which is considered to be a key barrier in achieving their expected performance. Analyses are based on theoretical and empirical research conducted by the author while completing her doctoral dissertation on human resource management in mergers and acquisitions. Firstly, individual perceptions and key factors of stress are discussed. Secondly, merger syndrome is presented as well as an impact of employees' behavior on merger performance. Finally, effective methods of reduction of a negative impact of mergers and acquisitions on employees are proposed.
2

Przymusowe przejecie banku

88%
Gonet W.
Przegląd Prawa Publicznego
|
2012
|
issue 3
27-37
EN
The article concerns law aspects of obligatory takeover of the bank that faces the threat of bankruptcy. It has been proven the existing procedures in that field, that are based on the decision of Polish Financial Supervision Authority, are not comprehensive and satisfactory. Furthermore the complex and long-lasting procedure may be finished unsuccessfully, as the banks may not be granted the required concentration permission from the president of the Office of Competition and Consumer Protection. Regulations concerning obligatory takeover of the bank do not include unequivocal definitions that allow the bank (that takes over the bank under the threat of bankruptcy) to start due-diligence, in particular concerning the information that are protected under the bank secrecy. This bank is exposed to higher risk, therefore article 147 of Bank Law may have limited utilization. In the text the postulates have been formulated concerning the change within regulations in the area of obligatory takeover of the bank, through the increase of importance of the Polish Financial Supervision Authority in the whole process, that would allow the potential bank/s to proceed due-diligence of the bank to be taken over and indicate solutions to be implemented, when more than one bank expresses interest in the takeover. This last area is not the subject of any regulation.
3

Skutki aliansów strategicznych dla międzynarodowych korporacji w sektorze motoryzacyjnym

75%
Chelicki P.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2012
|
issue 888
23-35
EN
Processes occurring in the global economy, especially growing global competition, force companies to adjust their strategies to maximise effectiveness and ensure stable growth in the future. Only a few enterprises are able to provide all the necessary resources, which is why strategic alliances start to play a key role in their development. Given their complexity, strategic alliances have been defined and assessed in a great variety of ways. They do, however, share a set of common features. Economic practice provides us with many examples of enterprises which have strengthened their market position thanks to shared operations. Of course, the opposite holds true no less frequently. While success is never guaranteed, entities are ready to take on the risk of failure, for remaining outside of global links generates even more risks, especially in industries that rely on high innovation, of which the automobile industry is surely one.
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