Global Business Alliances: Theory and Practice

Pirmais vāks
Greenwood Publishing Group, 2002 - 223 lappuses


Forging business alliances can vitalize corporate strategies. This book is a road map to the concepts and theories underlying successful business alliances in four critical industries: automobile manufacturing, pharmaceuticals, airlines, and telecommunications. Dr. Culpan offers the essentials of global partnering as seen from a strategic management viewpoint. He examines joint ventures, non-equity alliances, and business options designed to give a competitive edge over other allied firms. New conceptual models help to clarify various strategies and collaborative processes.

By comparing the four major industries--and specific companies in each--this study explores not only the uniqueness of its subjects, but also the common grounds of various multinationals. Through key insights and ideas, the possibilities and realities of corporate alliances begin to emerge. Attention is also paid to the decision-making process as it relates cooperative ventures, as well as to the inevitable managerial challenges of forming, and managing, strategic alliances. The result is an astute analysis ideal for teachers, students, and strategists seeking fresh insights into the workings and benefits of corporate alliance.

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I
1
II
5
III
17
IV
43
V
73
VI
87
VII
105
VIII
143
IX
165
X
183
XI
203
XII
221
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Populāri fragmenti

61. lappuse - The global corporation operates with resolute constancy — at low relative cost— as if the entire world (or major regions of it) were a single entity; it sells the same things in the same way everywhere.
24. lappuse - A player is your complementor if customers value your product more when they have the other player's product than when they have your product alone.
26. lappuse - Japanese approach is the recognition that creating new knowledge is not simply a matter of "processing" objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and hunches of individual employees and making those insights available for testing and use by the company as a whole.
27. lappuse - Rather, we suggest that organizations are social communities in which individual and social expertise is transformed into economically useful products and services by the application of a set of higher-order organizing principles. Firms exist because they provide a social community of voluntaristic action structured by organizing principles that are not reducible to individuals.
21. lappuse - ... the bargaining power of suppliers; the bargaining power of buyers; the threat of substitute products and services; and rivalry amongst existing competitors.
52. lappuse - Therefore, the international industry is not merely a collection of domestic industries but a series of linked domestic industries in which the rivals compete against each other on a truly worldwide basis.
44. lappuse - hypercompetition results from the dynamics of strategic maneuvering among global and innovative combatants. It is a condition of rapidly escalating competition based on price-quality positioning, competition to create new know-how and establish firstmover advantage...
61. lappuse - A powerful force drives the world toward a converging commonality, and that force is technology. It has proletarianized communication, transport, and travel. It has made isolated places and impoverished peoples eager for modernity's allurements. Almost everyone everywhere wants all the things they have heard about, seen, or experienced via the new technologies.
29. lappuse - Network perspectives build on the general notion that economic actions are influenced by the social context in which they are embedded and that actions can be influenced by the position of actors in social networks. There are two broad analytical approaches for examining the influence of social networks. The first emphasizes the differential informational advantages bestowed by social networks, while the second highlights the control benefits actors can generate by being advantageously positioned...
9. lappuse - Today's products rely heavily on so many different critical technologies that most companies can no longer maintain cutting-edge sophistication in all of them The inevitable result is the rapid dispersion of technology. No one company can do it all, simultaneously. No one company can keep all the relevant technologies in-house, as General Motors did during the 1930s and 1940s. And that means no one can truly keep all critical technologies out of the hands of competitors around the globe, (p.

Par autoru (2002)

REFIK CULPAN is Professor of Management and International Business in the School of Business Administration, Pennsylvania State University. He holds a doctorate degree from New York University and has had extensive experience, not only in the academic community but as a consultant to various businesses. Dr. Culpan is a regular contributor to the journals of his fields, and coeditor of a previous book for Quorum, Transformation Management in Postcommunist Countries (1995, with Brij Nino Kumar.)

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