Frontiers of Strategic Alliance Research: Negotiating, Structuring and Governing Partnerships

Cambridge University Press
Edition: Illustrated, 3/21/2019
EAN 9781108416276, ISBN10: 1108416276

Hardcover, 506 pages, 24.9 x 18 x 2.8 cm
Language: English

The art of alliance management is an integral part of the practice of business in the twenty-first century. Collaborations between companies provide synergistic ideas and a combined capability that surpasses what each firm can achieve, individually. This handbook comprehensively encompasses the latest research in the expanding fields of strategic alliances and interfirm collaborations, featuring twenty-eight contributions from leading international experts. It will enable the reader to develop skills in negotiating with a prospective partner firm; write alliance agreements that specify the rights, responsibilities, obligations, restraints and safeguards for each partner; govern and manage the relationship, taking into account behavioural and psychological considerations, as well as the power balance over the life of the alliance; and handle termination or dissolution of the agreement when appropriate. It will be an invaluable resource for graduate students and academic researchers in business management, as well as the consultants, executives and lawyers who negotiate, form, and manage alliances.

Preface
the evolution of alliance scholarship
Part I. Theory and Future Directions in Alliance Research
1. Frontiers of alliance research
2. Understanding contracting behavior
the role of power
3. Rationality in theoretical modeling of collaborative ventures
4. The transaction cost theory of equity joint ventures
past, present and future
5. Using alliances to test core theories of strategic and international management
the case of the resource-based view
Part II. Alliances in the Context of Rapid Technological Change and Disruptions
6. Responding to digital disruption through alliances
7. Performance differences of jointly-owned firms in the US electronics sector
Part III. Microfoundational Processes and Coordination between Partners
8. Learning to coordinate in alliances
towards a microfoundation framework
9. Social psychological foundations of alliance cooperation
the role of identity and identification in shared alliance interest
10. A multi-level framework of alliance management
the paradox of coopetition
Part IV. Alliance Management Capability
11. The evolution of alliance capability in large organizations
the case of alliance management
12. Strategic animation in global professional services
a case for virtual integration processes in network organizations
13. The organizational design of the alliance management system
a contingency perspective
Part V. Alliance Scope
14. Alliance scope
theoretical and empirical perspectives
15. The effect of alliance scope on knowledge flows
Part VI. Alliance Portfolios and Multilateral Alliances
16. Technology alliance portfolios and radical innovation
the role of different alliance portfolio information processing mechanisms
17. Multilateral alliances
a review and research agenda
Part VII. Multimarket and Multinational Alliances
18. Multimarket competition and alliance formation
19. Profitability of joint ventures abroad
explaining a new empirical puzzle
20. Think globally, act cooperatively
entrepreneurial partnering between Invs and Mnes
Part VIII. Innovation Networks and Alliances
21. Increasing knowledge complexity and informal networks in the information age
22. Characteristics of innovation-driven interfirm alliances, 1957–2006
analysis and research directions
Part IX. Fostering Trust and the Impact of Culture
23. The double-edged sword of high expectations
presumptive trust, reflective trust and satisfaction in international joint ventures
24. Culture and cross-border alliances
unholy matrimony
Part X. The Evolution, Survival or Termination of Alliances
25. Should I stay or should I go now? Integrating the learning and selection views on firms' successive make-or-ally decisions for product innovation
26. Surviving alliance network evolution during industry convergence
observations and future research directions
Part XI. Public-Private Partnerships
27. Pay to play
connecting university research funding to licensing outcomes
28. Multiple partners in public-private collaborations
beyond the dyadic forms of cooperation.