December 2004 1355– 1370 The role of human resource management in cross-border mergers and acquisitions Ruth V. Aguilera and John C. Dencker Abstract Cross-border mergers and acquisitions (M&As) have become the dominant mode of growth for firms seeking competitive advantage in an increasingly complex and global business economy. Although human resource management (HRM) can play a value-adding role in the merger process‚ existing research and evidence does not clearly demonstrate how it can do
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INTRODUCTION AIR FRANCE KLM Royal Dutch Airline French Company Dutch company Founded in 1933 Founded in 1919 CEO: Frédéric Gagey CEO: Camiel Eurlings Hub: Roissy Charles de Gaulle Hub: Schiphol Main acEvies: passenger‚ cargo‚ maintenance Main acEviEes : passenger and cargo Fleet size
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Introduction of Air France – KLM 4 1. Governance in Air France – KLM 4 1.2 Turnover and competitive position 5 1.3 Air France – KLM mission and vision 5 1.4 Risk and challenges 6 2 External diagnoses 6 2.1 The industry life cycle 6 2.2 PESTEL (external environment) 8 2.3 Porters 5 forces + 1 (Air France - KLM) 9 2.4 Opportunities‚ Threats and Key Success Factors 11 3 Internal Diagnoses 12 3.1 Air France‚ resources
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Holztrattner 2010). Air France-KLM group currently operates the largest network between Europe and the rest of the world. The network is coordinated around the two intercontinental hubs of Roissy-Charles de Gaulle and Amsterdam-Schiphol airports. These two hubs are organised in waves known as banks‚ combine connecting with point-to-point traffic. Air France-KLM group has a fleet of 573 aircraft which serves 253 destinations in 105 countries worldwide. Created by the merger of Air France and KLM in 2004‚ the
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WELCOME TO CLUB 2000: DELIVERING CUSTOMER CARE THE AIR FRANCE-KLM WAY PROBLEM: Dr. Jaeger is not just any Air France traveler – he is a privileged member of the airline’s most elite loyalty program: Club 2000. By virtue of this membership‚ he is to expect the utmost in superior service quality standards from Air France. But after a horrible experience with the airline that left him “standing in the rain‚” literally‚ he is not only incensed from his travels gone awry‚ but even more from
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Information relating to the share capital Information on trading in the stock Information on the agreements concluded in connection with the business combination between Air France and KLM Information relating to the agreements concluded with Alitalia-Compagnia Aerea Italiana (Alitalia-CAI) Legislative and regulatory environment for the air transport industry Information and control 245 246 248 249
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AIR FRANCE – KLM: RULING THE SKIES Discuss the nature and strategic relevance of the Air France-KLM merger. Should Air France-KLM create new partnerships or acquisitions? On 5 May 2004‚ despite great opposition of industry experts the French airline Société Air France (Air France) and the Dutch Koninklijke Luchtvaart Maatschappij N.V. (KLM) created the world’s largest airline group by turnover named Air France-KLM. The merger represented the first consolidation of two national flag carriers
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entities: United Airlines responsible for air transport United Aircraft responsible for manufacturing in the East Boeing Airplane Company responsible for manufacturing in Western countries. United Aircraft and Transport Corporation is a vertically integrated group‚ present in all sectors of aviation. In 1934‚ an anti-trust law is to separate aircraft manufacturers companies carrying mail‚ and forces the company to split into three entities‚ United Air Lines in 2011‚ which is the largest airline
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was formed after the European Commission had approved a merger between French Air France and Dutch KLM. A merger of this dimension certainly has major influences on the economy. This paper will give an insight on the incidents of this instance‚ the economic consequences and it will deal with the question whether the European Commission’s decision was reasonable. First of all the two firms will be introduced and an overview about the merger will be provided. After that some basic economic concepts
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Implementation Plan Merge AirFrance-KLM & JAL Table of Content Part 1 - Introduction 3 1. Introduction 3 2. The situation 4 2.1 Reason for the merger 4 Part 2 – Implementing Change 5 3. Philisophy 5 4. The 7S Model 6 5. Strategy 7 5.1 Four competitive Strategies 7 5.2 Management strategy to implement change 9 6.Change on structure 10 6.1 Strategic perspective 10 Current situation 10 How the new group will look like 10 What needs to happen in order to come to the
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