000			01767nam a22003495i 4500
001			vtls004004389
003			UBDLIB
005			20240608195600.0
007			cr nn 008mamaa
008			130205s2011||||gw ||||||||||| |||||eng d
020			_a9783834961716 _9978-3-8349-6171-6
024	7		_a10.1007/978-3-8349-6171-6 _2doi
035			_a(DE-He213)978-3-8349-6171-6
050		4	_aHD28-70
072		7	_aKJM _2bicssc
072		7	_aBUS041000 _2bisacsh
082	0	4	_a650 _223
100	1		_aGalli, Eva Bilhuber. _9191355
245	1	0	_aBuilding Social Capital in a Multibusiness Firm _h[electronic resource] : _bLessons from a Case Study / _cby Eva Bilhuber Galli.
260			_aWiesbaden : _bGabler, _c2011
300			_aXII, 271p. 22 illus. _bdigital.
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) _9146659
776	0	8	_iPrinted edition: _z9783834927071
856	4	0	_uhttp://dx.doi.org/10.1007/978-3-8349-6171-6
942			_2lcc
999			_c219605 _d219605