Universidad de San Buenaventura - Cali

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1.		Don't integrate your acquisitions, partner with them : Bucking conventional wisdom, some emerging multinationals are preserving the identy of companies they've taken over. By allowing them operational autonomy, they're reaping rewards Kale, Prashant; Raman, Anand P.; Singh, Harbir En: Harvard business review, Vol. 87 No. 12, 109
2.		Finding a higher gear : The CEO of India's Mahindra & Mahindra is transforming the group from national champion to global corporation in an unconventional way Mahindra, Anand G.; Stewart, Thomas A.; Raman, Anand P. En: Harvard business review, Vol. 86 No. 07-08, 68
3.		HBR case study : The Global Brand Face-Off : Espoir cosmetics wants to make a big splash with a new global branding initiative. What should headquarters do when a country manager says his market will never go for it? Raman, Anand P. En: Harvard business review, Vol. 81 No. 06, 35-46
4.		How China reset its global acquisition agenda : The first cross-border takeovers by chinese companies ended in failure. That hasn't prevented them from trying again - with a whole new approach Williamson, Peter J.; Raman, Anand P. En: Harvard business review, Vol. 89 No. 04, 109
5.		The new frontiers : How the global slowdown is reshaping competition from emerging markets Raman, Anand P. En: Harvard business review, Vol. 87 No. 07/08, 130
6.		No integre sus adquisiciones : asóciese con ellas : contrariamente a lo que dicta la sabiduría tradicional, algunas multinacionales emergentes están conservando la identidad de las empresas que han adquirido. Hoy cosechan los beneficios de permitirles una autonomía operacional Kale, Prashant; Singh, Harbir; Raman, Anand P. En: Harvard business review, Vol. 87 No. 12, 83

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