Cooperative Strategy Managing Alliances and Networks

by Child, John; Faulkner, David; Tallman, Stephen; Hsieh, Linda

• ISBN13: 9780199266258
• ISBN10: 0199266255
• Edition: 3rd
• Format: Paperback
• Copyright: 2005-12-01
• Publisher: Oxford University Press

Summary

Strategic alliances are increasingly common, as many organizations look toward various partnering arrangements. This book is a clear and comprehensive survey by two experienced authors with extensive knowledge of alliances in Europe, Asia, and America. They present different disciplinaryperspectives (economics, strategy, organization theory), and offer numerous examples from the corporate world, all of which combine to create an ideal work for business students and managers alike wishing to understand the challenges of managing alliances.

Author Biography

John Child, Chair of Commerce, University of Birmingham,David Faulkner, Dean, Magna Carta College, University of Oxford,Stephen Tallman, E Claiborne Robins Distinguished Professor of Business, University of Richmond,Linda Hsieh, Senior Lecturer, SOAS University of London

John Child is Professor of Commerce at the University of Birmingham. In 2006 he was elected a Fellow of the British Academy. He is also a Fellow of the Academy of International Business, the Academy of Management and the British Academy of Management. He has authored papers in international journals as well as 24 books, including Corporate Co-evolution with Suzana Rodrigues, which won the 2009 Terry Book Award of the Academy of Management. His current interests focus on hierarchy in organizations and society, cooperative strategy, and the internationalization of SMEs.


David Faulkner is an economist who spent much of his early career as a strategic management consultant with McKinsey and Arthur.D.Little. He is Professor Emeritus of Strategy at Royal Holloway, University of London, and was formerly Visiting Research Professor at The Open University. Until 2003 he was Tutorial Fellow at Christ Church, Oxford and Member of the Governing Body, and an Oxford University Lecturer in Management Studies (Strategic Management). He has has published or edited fourteen books on co-operative strategy, mergers and acquisitions, and international business. He is currently Dean and Founder of Magna Carta College, Oxford, a private business college.


Stephen Tallman is the E. Claiborne Robins Distinguished Professor of Business at the University of Richmond. His research interests include global strategic management, geographic clusters, organizational knowledge and learning, and alliance strategies. He chaired the International Management Division of the Academy of Management and founded and chaired the Global Strategy Interest Group of the Strategic Management Society. He is the founding editor and past co-editor of Global Strategy Journal and was an associate editor for Strategic Management Journal. He is a Fellow of the Academy of International Business and of the Strategic Management Society.


Linda Hsieh is a Senior Lecturer (Associate Professor) in International Business Management at SOAS University of London. She is also an Honorary Research Fellow at the Birmingham Business School. Her main research interests include decision-making, internationalization of firms, and management of international strategic alliances. Her research has been funded by the British Academy/Leverhulme Trust. She has published in the Journal of World Business, Journal of International Management, Management International Review, R&D Management, and Technological Forecasting and Social Change.

Table of Contents

Introduction

Theory and Cooperative Strategies

Economic Perspectives and Motivations

Organizational Perspectives and Motivations

Social Relationships and Trust in Cooperative Strategies

Building Cooperative Strategies

The Process of Alliance Strategy

Partner and Form Selection

Networks and Virtuality

Managing Cooperation

General Management

Ownership, Control, and Governance

Learning and Information Management in Cooperative Ventures

Human Resource Management

Culture

Emerging Markets

Success, Failure, and Change in Cooperative Strategies

Success and Failure in Alliances

Evolution and Change in Alliances

Conclusions and the Future

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