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Restructuring and Business Reengineering in Integrative Processes

Author

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  • Drago Dubrovski

    (University of Primorska, Slovenia)

Abstract

Globalisation has intensified competition to such an extent that the corporations, merely with one’s own resources, cannot achieve acceptable success any longer. Objectives, which had been set-up prior to establishing the alliance in order to justify the investment, frequently will not be possible to achieve if during the integrative period revolutionary methods of change are not applied, to which one can classify restructuring and reengineering. Therefore, it is essential to be successful, not only in rules and principles of strategic alliances but in the methods of radical changes.

Suggested Citation

  • Drago Dubrovski, 2005. "Restructuring and Business Reengineering in Integrative Processes," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 3(1), pages 71-93.
    • Handle: RePEc:mgt:youmgt:v:3:y:2005:i:1:p:71-93
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    File URL: http://www.fm-kp.si/zalozba/ISSN/1581-6311/3_071-093.pdf
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    Citations

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    Cited by:

    1. Ramachandran Azhagaiah & Thangavelu Sathishkumar, 2014. "Impact of Merger and Acquisitions on Operating Performance: Evidence from Manufacturing Firms in India," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 12(2 (Summer), pages 121-139.

    More about this item

    Keywords

    strategic alliance; integration; restructuring; reengineering; crisis;
    All these keywords.

    JEL classification:

    • G34 - Financial Economics - - Corporate Finance and Governance - - - Mergers; Acquisitions; Restructuring; Corporate Governance
    • L14 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Transactional Relationships; Contracts and Reputation

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