Cooperative Strategy: Managing Alliances, Networks, and Joint Ventures 2nd Edition

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ISBN-13: 978-0199266241
ISBN-10: 0199266247
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The Management of International Acquisitions is an excellent book - well worth reading Academy of Management Review --This text refers to an out of print or unavailable edition of this title.

About the Author

John Child is a Professor of Management at the Universities of Birmingham and Hong Kong. Stephen Tallman is a Professor of Strategy at the University of Utah.

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Product Details

  • Hardcover: 457 pages
  • Publisher: Oxford University Press; 2nd edition (December 1, 2005)
  • Language: English
  • ISBN-10: 0199266247
  • ISBN-13: 978-0199266241
  • Product Dimensions: 9.8 x 1.2 x 7.5 inches
  • Shipping Weight: 2.3 pounds
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #3,581,623 in Books (See Top 100 in Books)

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6 of 6 people found the following review helpful By P. Nagy on November 22, 2005
Format: Hardcover
Strategies Of Cooperation: Managing Alliances, Networks, And Joint Ventures 2nd Edition by John Child, David Faulkner (Oxford University Press) excerpt: Strategic alliances and other forms of interfirm cooperation have grown remarkably since the mid-1980s. They are one of the more important new organizational forms. Despite the managerial and organizational challenges they undoubtedly present, there is no sign that alliances are a transient phenomenon. A survey based on 323 questionnaire responses and over 400 interviews with senior executives in 2000 indicated that alliances were `expected to account for 16 percent to 25 percent of median company value within five years and, astonishingly, more than 40 percent of market value for one-quarter of companies' (Contractor and Lorange 2002: 4).

Alliances are, along with outsourcing and virtual value-chains, one of the defining forms of modern networking among firms. As noted, they represent a clear break away from the internalized, hierarchical model of the firm, of which General Electric and IBM were salient examples in the 1980s. Today, leading corporations such as these have as many as 1,000 alliances. In the past, such corporations might have regarded alliances as a relatively peripheral activity, primarily for entering emerging country markets in which risks were high or government regulations required jVs or licensing agreements. Today, alliances are regarded as a means to achieving fundamental strategic objectives such as a strong market position, significant knowledge acquisition, and major cost reductions.

This book attempts to take stock of current thinking on the subject of cooperative strategy.
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