| Description |
vii, 295 p. : ill. ; 24 cm. |
| Bibliography |
Includes bibliographical references (p. [280]-284) and index. |
| Contents |
Part I. Introduction: Strategic alliances in international business -- Conceptual framework of strategic alliances -- The Challenge of strategic alliances -- Outline of the book -- Appendix: Owens-Illinois and plastic recycling technology / P. Oak -- Part II. Formation and evolution of strategic alliances: The formation process -- Strategic intent -- Strategic match --\ Stakehold blessing -- Strategic plan -- Internal support -- Outcome of strategic alliances -- The Formation process in the four archetypes -- Summary -- Appendix: DEC-ITT / T. Cummings -- Evolution of strategic alliances -- A Generic model for the evolution of strategic alliances -- Evolution within archetypes -- Evolution between archetypes -- Summary -- Appendix: Sancella, Ltd / J. Roos. |
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(cont.) Part III. Management processes: Planning and control considerations -- Introduction -- Objective-setting -- Strategic programming -- Strategic budgeting -- Control and protection of core competence -- Non-financial strategic control -- Financial control -- Tailoring planning for the four archetypes -- Planning implications of relative business position -- Planning implications of the general evolution -- Pattern -- Summary -- Appendix: Genetics institude Inc. / A. Connolly nd J. Rhea -- Human resource management -- Introduction -- Assignment of people -- Transferability of people -- Managers' time-spending patterns -- Avoidance of judgment biases -- Management loyalty issues -- Career and benefits planning -- Summary -- Appendix: Showa-Packard / M. Yoshino. |
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(cont.) Part IV. Contextual issues: Culture, management approach, and performance -- Introduction -- Similar cultural settings -- Different cultural settings -- The Importance of cross-cultural difference -- Summary -- Appendix: Fuji Xerox / G. Jacobson and J. Hillkirk -- Common obstacles -- Introduction -- Overcoming reluctance to give up autonomy -- Achieving operating momentum -- Maintaining organizational energy to cooperate over time -- Increasing the willingness to learn -- Avoiding "bottleneck" dependence -- Maintaining core competence -- Summary -- Appendix: Swedpartner-Norpartner / J. Roos |
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(cont.) Emerging challenges -- Introduction -- Dominant and shared strategic alliances -- The Emergence of shared global strategic alliances -- Management of global shared strategic alliances -- Summary -- Appendix: Fiatgeotech-Hitachi construction machinery / P. Lorance and J. Roos -- Part V. Conclusions and implications: Conclusions -- Introduction -- A Contingency-based view -- Formation of strategic alliances -- A means to an end: theories of evolution -- An advanced working mode -- Summary. |
| Subject |
International business enterprises -- Case studies.
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Joint ventures -- Case studies.
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Strategic alliances (Business) -- Case studies.
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| Added Author |
Roos, Johan.
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| ISBN |
1557861021 (acid-free paper) : $45.00 |
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