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Doz and Hamel review the trend toward partnering by corporations of all sizes often prompted by swift changes in technology and global competition. They provide guidelines for what works and what often results in failure when two organizations join forces informally (without contributing capital) to reach a common goal. The purpose of the book is to help managers and their companies be more successful in creating and guiding their strategic alliances. Suggestions are provided for an alliance's management, including assessment of each partner's contribution, the issue of task assignment, and how to measure success. The authors contend that alliances are favored by the avid but cautious learner, often resource poor and ambition rich, who therefore uses resources sparingly and makes a big commitment only when a positive outcome is reasonably certain. At the same time, they characterize acquisitions as options for rich companies that can buy whatever they need. This is a must-read book for anyone involved in or contemplating a strategic alliance. Mary Whaley

Product Description
After a decade of reeningeering and downsizing, many companies are leaner, more efficient, and acutely focused on their core business. Yet today's growth opportunities in global markets and new technologies demand a wider range of skills. More and more, firms must turn to alliances-often with their rivals-to meld the right resources for pursuing new opportunities. However, few managers are accustomed to working with undefined boundaries between collaboration and competition, with the need to combine unfamiliar skills, with networks of interdependent alliances, and with complex value creation strategies. Nor has their experience with traditional joint ventures prepared them for this world of intricate alliance webs. Alliance Advantage aims to help today's managers and their companies be more successful in their efforts to create, guide, and thrive with alliance strategies.

Most conventional wisdom about alliances has focused on the formal design of bilateral alliances, devoting too little attention to the strategic underpinnings and too little commitment to building relationships. With Alliance Advantage, strategy experts Yves Doz and Gary Hamel convincingly argue that it is the strength of alliance strategies and the frequently overlooked internal processes that play the decisive role in shaping eventual outcomes. In a fundamentally new perspective on the way alliances are formed and managed, the authors reveal the analysis, processes, and partner interactions that enable allies to meet their strategic goals. Drawing on principles of strategy, organizational design, organizational learning, and collaborative management, this is the definitive resource for both understanding and leveraging the powerful advantages of alliances.

Alliance Advantage provides both conceptual and practical tools for analyzing the design and performance of alliances. Here, for the first time, is a comprehensive guide that will help managers build new collaborations and improve existing ones. Each chapter examines a different aspect of an alliance, from selecting the right partners to minimizing conflicts to determining further commitments. Companies such as Xerox, Boeing, Honda, and Corning, among others, provide examples of successful and unsuccessful partnerships, painting a vivid picture of the conditions that can make or break an alliance.

Successful alliances, say Doz and Hamel, require constant attention. With Alliance Advantage, they offer today's best opportunity to study, understand, and increase the effectiveness of strategic alliances.


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First Sentence:
POWERFUL FORCES are driving the formation of strategic alliances between firms in the world economy. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
organizational context gap, nodal firm, value creation expectations, cospecialized resources, value creation logic, advanced drug delivery systems, strategic compatibility, traditional joint ventures, competitive coalitions, operational scope, output coordination, valuation conflicts, alliance design, robust alliances, strategic scope, alliance evolution, learning intent, value creation potential, alliance game, creation logics, alliance success, alliance benefits, alliance tasks, alliance managers, frame gap Key Phrases - Capitalized Phrases (CAPs): (