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Entorno socio-económico de los sistemas de salud. El entorno europeo. La sanidad en Latinoamérica y su entorno. Sistemas sanitarios: nuevos retos. Salud, capital humano y productividad. Sistema nacional de salud en España. Estudio de situación del sistema sanitario español. El objetivo de equidad. Sistemas de pago a proveed ores. Planificación de políticas sanitarias.

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Historically, the format of financial statements has varied from one country to another. Recently, due to the attractiveness of their capital markets, the strength of their accounting professions and the influence of their institutional investors, Anglo-American countries have seen the impact of their accounting practices on other nations increase steadily, even influencing the actual format of financial statements. Given that French accounting regulations allow a certain degree of choice in consolidated balance sheet format ('by nature' or 'by term') and income statement format ('by nature' or 'by function'), this study examines a sample of 199 large French listed firms in an attempt to understand why some of these firms do not use the traditional French formats ('by nature' for the balance sheet and 'by nature' for the income statement), instead preferring Anglo-American practices ('by term' format for the balance sheet and 'by function' format for the income statement). We first analyze the balance sheet and income statement formats separately using a logit model, then combine the two and enrich the research design with a generalized ordered logit model and a multinomial logit regression. Our results confirm that the major driving factor behind the adoption of one or two alternative formats is the firm's degree of internationalization, not only financial (auditor type, foreign listing and the decision to apply alternative accounting standards) but also commercial (company size and the internationalization of sales).

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Outsourcing became fashionable in the late 1980s, came of age in the 1990s, and is now a normal part of corporate life. Written by well–known and respected business authors and incorporating new research from Copenhagen Business School, this book covers the newest elements of outsourcing today and discusses how strategic alliances should be established between the buyer and supplier. Topics explored throughout include the scope, scale and importance of what is outsourced; the pricing and risk sharing involved; and changes to organizations which lead them to seek more outsourcing.

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1996年至2000年，联想连续5年在中国PC市场上保持领先，位居中国国内以及亚太个人电脑市场第一。然而，随着中国加入WTO后宏观环境的改变，市场竞争日趋激烈，联想集团为了保持竞争优势必须进行一系列的战略调整。“案例一”主要描述2000年9月，针对联想在中国个人电脑市场增长接近饱和的情况，时任联想集团高级副总裁兼联想电脑公司总裁的杨元庆需要对企业未来3年的发展战略做出决策：是实施全球化战略寻找新的增长机遇，还是立足中国市场尝试多元化战略？“案例二”聚焦于2004年，实施3年的多元化战略受挫，联想接到了IBM发来的收购IBM旗下个人电脑业务的提议。面对诸多问题杨元庆需要思考：多元化业务应当如何调整？是否应当收购IBM？并购过程有哪些因素需要考虑？“案例三”着重介绍了联想对IBM的并购整合过程。通过供应链整合、削减成本、文化整合、采用双业务模式等一些列举措，2008年，联想完成了对IBM个人电脑业务并购之后的整合。但是，2008年下半年金融危机爆发，联想陷入亏损，杨元庆不得不反思：联想并购IBM个人电脑业务失败了吗？该如何扭转困境？“案例四”具体阐述了联想并购IBM个人电脑业务中，TPG、GA、NC这三家私募机构所体现的沟通作用以及它们将股价作为首要关注点对联想造成的负面影响。2010年11月三家私募机构沽清了联想股票，此举引发了杨元庆关于如何处理与国际资本之间的共生关系和利益冲突的思考。联想系列案例的教学目的在于启发学生讨论企业在竞争激烈的环境中如何进行战略调整，实施并购战略需要考虑的因素以及应当和私募基金建立怎样的合作关系。

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多元化 ;  并购 ;  整合 ;  联想

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This case is a supplement to A Rough Road to Entrepreneurial Success (A).Mr. Yang’s company had been doing well in its choice of a heart valve project, yet the market was too small. Thus, the company decided to enter the surgical stapler market and begin R&D on its own. The R&D and launching of the product in an international exhibition was a success, yet Yang met unexpected difficulties when building the factory for production. The construction contractor turned out to be dishonest and the completion of the factory’s construction seemed hopeless. Yang and his team felt lost in handling the situation. Yang realized that entrepreneurial success was really a tough and rough road!

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Entrepreneurship ;  Medical Devices ;  Project Management ;  Strategic Planning ;  Product R&D

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Shanghai Automotive (SAIC), one of China’s “Big Three” automakers, paid USD 571 million in 2004 to acquire a controlling majority share in Ssangyong Motors of South Korea to help SAIC achieve its strategic objectives of developing its own passenger car brand and expanding operations internationally. This first case in a three-case series covers the decision making leading up to the deal signed in October 2004 and implemented in January 2005. It provides a basis for comparing modes of growth options (make, buy, or ally) and the specific challenges facing Chinese firms and other newly-internationalizing firms as they go abroad. The case also generates discussion of fundamental acquisition issues: target selection, assessment, and integration planning.

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SAIC Motor ;  Ssangyong ;  Automobile Industry ;  Strategy ;  Merger and Acquisition (M&A) ;  Integration

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La luz y la sombra es una exploración original e inspirada de la rica y a veces deslumbradora diversidad de las empresas e innovaciones europeas, diversidad que pone en evidencia a esos teóricos para quienes sólo hay un camino que lleve al éxito. La obra demuestra que son muchas las formas de innovar, aunque ciertamente hay unas reglas fundamentales que deben cumplirse en todo caso. La luz y la sombra que se basa en el estudio de 13 empresas innovadoras de categoría mundial, dará a los hombres y mujeres de negocios valor para innovar aprovechando la rica variedad de estilos y culturas existente en Europa. La ventaja competitiva obtenida de esas innovaciones puede ser enorme.

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A 案例描述了杨少强的创业公司在果酸钙项目上的失败，他与创业伙伴决定认输、退出，同时讨论了下一步的方向。引入心脏瓣膜的项目和外科手术吻合器两个选择，两者各有优缺点，如何取舍抉择，令杨举棋不定。

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创业 ;  医疗器械 ;  项目管理 ;  战略规划 ;  产品研发

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中国汽车工业由于缺乏整车设计开发能力，乘用车品牌的生产往往要依赖于外方合资伙伴，为高起点参与国际化竞争，多倾向选择利用全球资源来开发自主品牌。上海汽车（SAIC）作为中国汽车制造业“三巨头”之一，亦始终渴望摆脱“品牌组合经理”的局面。为开发自有客车品牌并实现国际化经营的战略目标，2004年，上海汽车花费571美元收购韩国双龙汽车多数股份，取得双龙汽车控股权，但其之后在整合管理、整合研发、跨文化沟通乃至结构性调整改革等各个环节频频受阻，包括来自双龙工会、当地媒体、社团和政府的巨大阻力和不信任以及上海汽车不成熟的应对举措交织作用，造成双龙业绩滑坡、高层动荡、工会大罢工、裁员停薪等一系列严重问题，使企业迟迟无法实现收购的战略目标。上汽收购双龙，为何未能复制通用收购大宇的成功经历？如何整合收购企业与原有公司的组织结构？收购企业应当采取哪些行动来确保有效的跨文化沟通与合作？如何实现收购双方企业的“双赢”？上汽收购双龙的经历折射出中国企业和其他新兴国际化企业走出国门时面临的具体挑战，具有典型意义。本案例系列的第二个案例叙述了2004年10月交易达成至2006年10月期间，为实现推动收购的战略目标，新的企业主面临一系列严峻的挑战，其中包括来自双龙工会、当地媒体、社团和政府的巨大阻力和不信任以及上海汽车应对这些挑战时产生的负面反应，着重展示了像上海汽车这样缺乏海外管理经验的新兴国际化企业面临的特殊挑战。

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上汽集团 ;  双龙汽车 ;  汽车行业 ;  战略 ;  并购 ;  整合