Harvard Business Review on Strategic Alliances [Paperback]

Harvard Business School Press (Editor)

Book Description

Publication Date: February 26, 2002 | Series: Harvard Business Review Book

This is a first-time collection of the old classics and best new thinking on how to build and manage strategic business relationships. It features these selling points. It features all-star names in marketing, including Rosabeth Moss Kanter, Gary Hamel, and Kenichi Ohmae. It provides a broad and diverse look at strategic alliances including: why and how they provide strategic advantage, the counterintuitive logic behind allying with your competitors, and how to effectively build and maintain cross-border.

Editorial Reviews

From Publishers Weekly

Occupying the broad middle ground between cutthroat competition and outright merger, a strategic alliance can be almost any collaborative arrangement by which companies share capital, technology, distribution networks, manufacturing facilities or a host of other resources. It's a vast and somewhat amorphous topic, but this wide-ranging collection of papers from the Harvard Business Review gives a coherent and useful introduction. The writers, academics and business executives, provide both conceptual clarity and practical insight into a variety of collaborative arrangements. Gary Hamel, Yves L. Doz and C.K. Prahalad explore the tension inherent in strategic alliances, with partners who are often competitors in the same industry trying to learn each other's secrets without revealing too many of their own. Ashish Nanda and Peter J.Williamson show how joint ventures can refurbish a troubled business unit and prepare it for a lucrative sale. Carlos Ghosn recounts the turnaround of ailing car maker Nissan thanks to a partnership with Renault. Henry W. Chesbrough and David J. Teece use IBM's introduction of the PC as a case study in the promise and pitfalls of the "virtual corporation" that outsources virtually everything to collaborators. A few papers, like Rosabeth Moss Kanter's facile comparison of strategic alliances to romantic alliances, are unhelpful. But for the most part, these readable essays manage to combine rigorous theory with down-to-earth detail. Business executives trying to get a handle on this bewildering subject will find this book a good place to start.
Copyright 2003 Reed Business Information, Inc.

About the Author

The Harvard Business Review Paperback Series delivers the best business thinking--both classic and contemporary--in succinct and accessible form. Individually, the titles help managers master the key ideas on specific topics; as a whole, the series creates a rare opportunity to reflect on the seminal ideas of the past, understand and apply today's most compelling business thinking, and envision the future of management.

Product Details

• Paperback: 224 pages
• Publisher: Harvard Business Press (February 26, 2002)
• Language: English
• ISBN-10: 1591391334
• ISBN-13: 978-1591391333
• Product Dimensions: 8.2 x 5.5 x 0.7 inches
• Shipping Weight: 8 ounces
• Average Customer Review: 2.0 out of 5 stars  See all reviews (1 customer review)
• Amazon Best Sellers Rank: #472,262 in Books (See Top 100 in Books)

Customer Reviews

Most Helpful Customer Reviews

0 of 3 people found the following review helpful:

2.0 out of 5 stars Old school thinking won't help in today's market, December 29, 2008

By 

Leland Walmsley - See all my reviews
(REAL NAME)   

This review is from: Harvard Business Review on Strategic Alliances (Paperback)

Basic primer. There are a few traditional strategic alliance tid bits that one can use to set up these financial windfall opportunities, but generally it is not worth the time. Instead, spend your valuable time reading anything by Jay Abraham that is "outside-the-box", will inspire new thinking, help you intiate strategic alliances and come off like a hero to everyone involved.