Cooperative Strategy Economic, Business, and Organizational Issues

by Faulkner, David; Rond, Mark de

• ISBN13: 9780199248537
• ISBN10: 0199248532
• Format: Paperback
• Copyright: 2002-01-17
• Publisher: Oxford University Press

Summary

This book reviews the state of current thinking in the field of cooperative strategy, identifying some of the key issues being addressed by theorists and practitioners alike. Many books on the topic confine themselves to one theoretical approach, whether it be transaction cost economics,resource dependence theory, game theory, or the positioning school. In contrast, this book approaches the design, management, and dynamics of alliances from multiple viewpoints, thus seeking to provide the reader with a comprehensive and stimulating treatment. The first chapter attempts a review of the current state of theory on the rationale for cooperative strategy. It emphasizes the breadth and diversity of theories-economic, strategic, psychological, and sociological-that have been used to explain and inform the phenomenon of cooperation in otherwisecompetitive business environments.Contributors to the book include Peter J. Buckley, Stephen Tallman, Alan Rugman, Ray Loveridge, Barbara Gray, Mitchell P. Koza, Andrew C. Inkpen, P. Christopher Earley, John Child, Ranjay Gulati, and Ed Zajac. A foreword is provided by Yves L. Doz. In all, the book presents a rich and wide varietyof contributions from some of the best minds in the field.

Author Biography

David Faulkner
Mark de Rond is a lecturer in Management Studies, University of Oxford and Visiting Professor at ESSEC, Paris. He was previously a Visiting Professor in Strategic Management at Andrews University, Michigan, USA. He has presented papers at Academy of Management meetings, Strategic Management Society conferences, World Conference of Sociology meeting, and other international conferences.

Table of Contents

Notes on Contributors	ix
Part I. Perspectives on Cooperative Strategy
Perspectives on Cooperative Strategy	3	(37)
David O. Faulkner
Mark de Rond
Characteristics of UK International Joint Ventures with Triad and Non-Traid Partners	40	(17)
Keith W. Glaister
Rumy Husan
Peter J. Buckley
Part II. The Rationale for Cooperation
The Theory of the Flagship Firm	57	(17)
Alan Rugman
Joseph D'Cruz
Transaction (In)Efficiency, Value (In)Efficiency, and Inter-firm Collaboration	74	(22)
Anoop Madhok
Forming and Managing Shared Organization Ventures: Resources and Transaction Costs	96	(23)
Stephen Tallman
Differential Learning in Alliances	119	(16)
Kofi O. Nti
Rajesh Kumar
The Firm as Differentiator and Integrator of Networks: Layered Communities of Practice and Discourse	135	(38)
Ray Loveridge
Part III. The Process of Cooperating
From Competition to Collaboration: The Emergence and Evolution of R&D Cooperatives	173	(20)
Yves L. Doz
Oguz Baburoglu
Implementing Cooperative Strategy: A Model from the Private Sector	193	(18)
David Boddy
Douglas Macbeth
Beverly Wagner
Cooperative Relationship Strategy in Global Information Technology Out-sourcing: The Case of Xerox Corporation	211	(32)
Thomas Kern
Leslie P. Willcocks
Assessing Inter-Organizational Collaboration: Multiple Conceptions and Multiple Methods	243	(18)
Barbara Gray
International Joint Venture Instability and Corporate Strategy	261	(22)
Jeffrey J. Reuer
Mitchell P. Koza
Part IV. Cooperative Behaviour
National Differences in Acquisition Integration	283	(24)
Robert Pitkethly
David O. Faulkner
John Child
Interpersonal Relationships in International Strategic Alliances: Cross-Cultural Exchanges and Contextual Factors	307	(17)
Paul Olk
P. Christopher Earley
Joint Venture Trust: Interpersonal, Inter-Group, and Inter-Firm Levels	324	(17)
Steven C. Currall
Andrew C. Inkpen
Trust and Control: Opposing or Complementary Functions?	341	(24)
David O. Faulkner
V. Cooperative Strategy: The Future
Reflections on the Study of Strategic Alliances	365	(10)
Ranjay Gulati
Edward J. Zajac
Concluding Thoughts and Future Directions	375	(4)
David O. Faulkner
Mark de Rond
Index	379