| 000 | 01931nam a22003975i 4500 | ||
|---|---|---|---|
| 001 | 978-3-8349-6171-6 | ||
| 003 | DE-He213 | ||
| 005 | 20140220083819.0 | ||
| 007 | cr nn 008mamaa | ||
| 008 | 110121s2011 gw | s |||| 0|eng d | ||
| 020 |
_a9783834961716 _9978-3-8349-6171-6 |
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| 024 | 7 |
_a10.1007/978-3-8349-6171-6 _2doi |
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| 050 | 4 | _aHD28-70 | |
| 072 | 7 |
_aKJM _2bicssc |
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| 072 | 7 |
_aBUS041000 _2bisacsh |
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| 082 | 0 | 4 |
_a650 _223 |
| 100 | 1 |
_aGalli, Eva Bilhuber. _eauthor. |
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| 245 | 1 | 0 |
_aBuilding Social Capital in a Multibusiness Firm _h[electronic resource] : _bLessons from a Case Study / _cby Eva Bilhuber Galli. |
| 264 | 1 |
_aWiesbaden : _bGabler, _c2011. |
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| 300 |
_aXII, 271p. 22 illus. _bonline resource. |
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| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 347 |
_atext file _bPDF _2rda |
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| 520 | _aRealizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices. Studying a case of a large multibusiness firm, she comes to counter-intuitive conclusions: 1) Not all types of cross-business collaboration require the same intensity level of social capital. 2) To build strong forms of social capital, single networking events seem to fall short. The alignment of practices over time needs to be considered. | ||
| 650 | 0 | _aEconomics. | |
| 650 | 0 | _aIndustrial management. | |
| 650 | 1 | 4 | _aEconomics/Management Science. |
| 650 | 2 | 4 | _aManagement/Business for Professionals. |
| 710 | 2 | _aSpringerLink (Online service) | |
| 773 | 0 | _tSpringer eBooks | |
| 776 | 0 | 8 |
_iPrinted edition: _z9783834927071 |
| 856 | 4 | 0 | _uhttp://dx.doi.org/10.1007/978-3-8349-6171-6 |
| 912 | _aZDB-2-SBE | ||
| 999 |
_c108749 _d108749 |
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