000			01491naa a2200265uu 4500
001			6112317591423
003			OSt
005			20190211161425.0
008			061123s2006 xx ||||gr |0|| 0 eng d
100	1		_aKENNEDY, Graham _928410
245	1	0	_aManaging the aftermath : _blessons from the royal bank of scotland's acquisition of NatWest
260			_aOxford : _bElsevier Science, _coct. 2006
520	3		_aThis paper examines the acquisition by The Royal Bank of Scotland of NatWest Bank, to draw some lessons about managing the integration of previously separate businesses. Having acquired NatWest in 2000, RBS launched a major integration programme to yield the savings and revenue gains which they had promised to the capital markets during the takeover bid. The idea of “semi-structures” as an approach to managing major change provides a theoretical perspective from which to analyse subsequent events. The resulting narrative has potentially useful implications for those managing major acquisitions
650		4	_aFusão de Empresas _912514
650		4	_aAdministração de Empresas _912759
650		4	_aEstrutura Organizacional _913026
650		4	_aAgente de Mudança _912919
650		4	_aEstudo de Caso _911993
700	1		_aBODDY, David _91238
700	1		_aPATON, Robert _98164
773	0	8	_tEuropean Management Journal _g24, 5, p. 368-379 _dOxford : Elsevier Science, oct. 2006 _xISSN 0263-2373 _w
942			_cS
998			_a20061123 _b1759^b _cCarolina
998			_a20101214 _b1434^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c19964 _d19964
041			_aeng