Strategic alliances : formation, implementation, and evolution. Ex-Library.

Lorange, Peter & Johan Roos

ISBN 10: 1557861021 / ISBN 13: 9781557861023

Published by Blackwell Business, (Cambridge, Mass. & Oxford), 1992

About this Item

vii, 295 p.

Seller Inventory # GU0193

Bibliographic Details

• Title: Strategic alliances : formation, implementation, and evolution. Ex-Library.
• Publisher: Blackwell Business, (Cambridge, Mass. & Oxford)
• Publication Date: 1992
• Language: English
• ISBN 10: 1557861021
• ISBN 13: 9781557861023
• Binding: hard
• Condition: good
• Dust Jacket Condition: No Jacket

About this title

Synopsis

This book describes a number of different types of strategic alliances such as joint ventures and project based co-operation. The focus of the book is to emphasize that strategic alliances should be a function of the particular strategic intent that a company has. It should be documented how the strategic alliance can be the most appropriate vehicle for making a company's strategic intent become the best possible reality. The formation of strategic alliances is discussed in detail. This is seen as a process which has to take place over time, partly driven by a succession of analytical steps and as well by a parallel set of political and behavioural issues. Trust and comfort in co-operation are key elements of successful strategic alliance. The book next discusses critical implementational issues. A number of key insights are reviewed from successful and unsuccessful strategic alliances. Here the book offers a valuable checklist. The evolution of the strategic alliance is discussed in the third part. Here, the issue is to discuss how a strategic alliance should be able to adapt to changing environmental circumstances. A number of examples is given regarding how evolution of a strategic alliance can be successful. A total of 9 cases are also provided, written by the authors of this book and other academicians from different institutions. The cases are analyzed and discussed by the authors offering additional practical insights and examples.

About the Author

Peter Lorange is President of IMD, Lausanne, Switzerland. Formerly he was President of The Norwegian School of Management, and has taught at Wharton and MIT. He is a specialist in multinational management, strategic planning process, alliances and strategic control. Professort Lorange writes and lectures extensively in his subject area and is a consultant to numerous companies in the United States and Europe.

Johan Roos is Assistant Professor at the Norwegian School of Management. Within the areas of international strategy and management he is a specialist in formation and implementation of cooperative strategies, strategies for the advancement of organizations and strategies for customer satisfaction. Dr Roos has written, taught and advised widely in these subject areas.