2 edition of control of strategic alliances found in the catalog.
control of strategic alliances
|Other titles||Control of technology advances: an empirical analysis of biotechnolo gy industry|
|Statement||Josh Lerner, Robert P. Merges.|
|Series||NBER working paper series -- working paper 6014, Working paper series (National Bureau of Economic Research) -- working paper no. 6014.|
|Contributions||Merges, Robert P., National Bureau of Economic Research.|
|The Physical Object|
|Pagination||31,  p. :|
|Number of Pages||31|
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Any organization deciding on strategic alliance incurs some costs in addition to benefits, when compared to a company which goes alone. Strategic alliances have their own risks, specifically if the parties are not financial equals. These risks range from the loss of operational control and confidentiality of proprietary information and technology. A volume in Research in Strategic Alliances Series Editor T. K. Das, City University of New York Managing Public-Private Strategic Alliances is a volume in the book series Research in Strategic Alliances that focuses on providing a robust and comprehensive.
Executives must be creative, strategic, pragmatic, and aggressive in forming alliances. They must also remain cautious and pay attention to detail when framing and executing against the partnership objectives. Nearly two-thirds of all alliances experience severe problems and most problems are found within companies with less alliance experience. ABSTRACT The emerging knowledge‐based view of the firm offers new insight into the causes and management of interfirm alliances. However, the development of an effective knowledge‐based theory of alliance formation has been inhibited by a simplistic view of alliances as vehicles for organizational learning in which strategic alliances have presumed to be .
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The Handbook of Strategic Alliances covers state-of-the-art research on strategic alliances and serves to pave the road for future alliance research. Little is understood about the specific managerial challenges involved in establishing and operating alliances from their initial setup and throughout their life cycle.5/5(1).
The study of strategic alliances is one of the major areas control of strategic alliances book business research in the s and s. This volume contains a significant collection of papers which represent the key theoretical and empirical contributions of leading international scholars.
the concept of the joint venture is investigated from various perspectives including design, on-going management, performance and control.
However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. Besides trust, the other determinant of risk in strategic alliances is control.
Control is generally viewed as a process of regulation and monitoring for the achievement of organizational goals. A strategic alliance is an arrangement between two companies to undertake a mutually beneficial project. Each of the parties remains an independent entity.
A strategic alliances between two international companies make it easy for foreign companies to establish their business. With such an alliance, both companies take advantage of and boost their business.
Builds the image of the brand: Strategic alliances with leading companies improves the image of a company in the market. Strategic Control – Barriers: Motivational and Operational Problems.
Strategic control, being an appraisal process for the organization as a whole and people who are involved in strategic management process either at the stage of strategy formulation or strategy implementation or both, is not free from control of strategic alliances book barriers and problems.
Cambridge Core - Organisation Studies - Frontiers of Strategic Alliance Research - edited by Farok J. Contractor. Book Description.
Strategic alliances have generally been used to refer to relationships that allow an organization to access the strengths and capabilities of other organizations, with the organization often focused on being the firm. The strategy behind such an alliance is for each firm in the alliance to draw on the core competencies of the.
Finally, the types of strategic alliances analyzed in the scientific literature are reflected and the theoretical insights of alliance formation, acquired through systemic analysis, are also.
Books 1; Business 2; Strategic alliances (Business) 3; Refine by. Prices. $5 - $10; $10 - $25; $25 - $50; Over $50; Formats. Hardcover; Paperback; NOOK Book; Strategic alliances (Business) 1 - 20 of results. Grid View Grid. List View List. Add to Wishlist. Read an excerpt of this book. Quickview.
Strategic alliances that strive for sustainable competitive advantage, 2. Strategic alliances that aim at changing their strategic direction, 3.
Strategic alliances at declining markets, and 4. Strategic alliances that must respond to new ways of delivering value to customers in order to resist the competition pressure.
Strategic Alliances: Three Ways to Make Them Work (Memo to the Ceo)by Steve Steinhilber is an easy to read pocketsized book that describes in an entertaining fashion how Cisco creates their alliances with partners.
A similar methodology as used by Cisco is used by many large corporations. The Handbook of Strategic Alliances covers state-of-the-art research on strategic alliances and serves to pave the road for future alliance research.
Little is understood about the specific managerial challenges involved in establishing and operating alliances from their initial setup and throughout their life cycle. In this paper, we examine the determinants of control rights in technology strategic alliances between biotechnology firms and pharmaceutical corporations, as well as with other biotechnology firms.
We undertake three clinical studies. NEW YORK and REDMOND, WA – J – MSCI Inc. (NYSE: MSCI) and Microsoft Corp. have formed a strategic alliance to accelerate innovation among the global investment bringing together the power of Microsoft’s cloud and AI technologies with MSCI’s global reach through its portfolio of investment decision support tools, the companies.
An optimal business partner in a successful international strategic alliance should have two key qualities: a) Control over the production process within an organization, About the book. Find out more, read a sample chapter. A study of Joint Ventures - The challenging world of alliances 9 Pros and cons of JVs and strategic alliances It’s finely balanced Creating a joint venture can be viewed differently by the parties.
One could see it as the first step in a staged sale and at the same time the other as a thorough due diligence and valuation process for an. Factors for achieving a successful strategic alliance or joint venture. Alliances, if done well, can lead to outperformance and competitive advantage.
Nevertheless, these rewards can be accompanied by high risk. Constant vigilance and significant commitment from the senior leaders of each parent is necessary to maintain rigorous, professional.
Larraine Segil is a board member of ASAP, partner of The Lared Group, a strategic alliance consultancy, and has authored four books on alliances and leadership. She can be reached at her Web site. The more critical control mechanisms in strategic alliances are goal setting, structural specifications, and cultural blending.
Establishing specific and challenging goals in organizations ensures discipline of both partners to strive cooperatively in operations. Structural specifications, including rules and. Building strategic alliances as a growth strategy. way to leverage your business without giving up control of the opportunity.
Show, a syndicated columnist, and author of four books. Trust and control are inextricably interlinked with risk in strategic alliances. Hence, to understand how partner firms can effectively reduce and manage this risk, we need to examine the inter-rel Trust, Control, and Risk in Strategic Alliances: An Integrated Framework - T.
K. Das, Bing-Sheng Teng, Skip to main content.