Cooperative Strategy Managing Alliances and Networks

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

• ISBN13: 9780198814641
• ISBN10: 019881464X
• Edition: 3rd
• Format: Paperback
• Copyright: 2019-06-25
• Publisher: Oxford University Press

Summary

Cooperation has become the leading strategy adopted by business and other organizations. It is taking on new forms that are adapted to changing market expectations and technological possibilities in the rapidly evolving business environment. This new edition of Cooperative Strategy provides a comprehensive view of the practical and theoretical literature concerning cooperative strategies, and the alliance and network organizational forms that are the enablers of these strategies. It takes the reader through the stages of developing a cooperative alliance, from choosing a cooperative form and selecting partners, to establishing an alliance and managing the process of cooperation. It examines cooperative strategies in different sectors as well as internationally, and discusses performance criteria and evolution of cooperation over time. With insights from internationally recognized experts on cooperative strategy, this book presents extensive research on the topic while also addressing practical issues of alliance management.

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

Part I: The Nature of Cooperation and its Role in Strategy
1. Introduction
2. Economic Perspectives
3. Managerial and Organizational Perspectives
4. Behavioral Perspectives
Part II: Forms of Cooperation
5. Types of Cooperation and Networks
6. Cooperative Strategies in the Platform Economy
7. Global Production Networks and Cooperation
Part III: Establishing Cooperation
8. Motives
9. Partner Selection
10. Negotiation and Valuation
Part IV: Managing Cooperation
11. Governance and Control
12. The General Management of Alliances
13. Human Resource Management
14. Organizational Learning and Knowledge Acquisition
Part V Cooperation in Key Sectors
15. Oil and Gas
16. High Technology: Biopharma and IT
17. Automobiles: A Key Manufacturing Industry
18. Cooperation in Non-financial Services
19. Cooperation in the Financial Services Sector
20. Public-private Partnerships
Part VI: International Expansion
21. The International Context of Cooperation: Culture and Institutions
22. Emerging Economies
Part VII Performance and Evolution
23. Performance Criteria and Drivers in Cooperative Ventures
24. The Evolution of Cooperation
Part VIII: Conclusion
25. Closing Reflections: The Future is Cooperation