Cooperative Strategy

Economic, Business, and Organizational Issues
Erscheinungsjahr 2001
ISBN: 978-0-19-924853-7
Verlag: OUP Oxford

Buch, Englisch, 412 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 629 g

This book reviews the state of current thinking in the field of cooperative strategy, identifying some of the key issues being addressed by theorists and practitioners alike. Many books on the topic confine themselves to one theoretical approach, whether it be transaction cost economics, resource dependence theory, game theory, or the positioning school. In contrast, this book approaches the design, management, and dynamics of alliances from multiple viewpoints, thus seeking to provide the reader with a comprehensive and stimulating treatment.

The first chapter attempts a review of the current state of theory on the rationale for cooperative strategy. It emphasizes the breadth and diversity of theories-economic, strategic, psychological, and sociological-that have been used to explain and inform the phenomenon of cooperation in otherwise competitive business environments.

Contributors to the book include Peter J. Buckley, Stephen Tallman, Alan Rugman, Ray Loveridge, Barbara Gray, Mitchell P. Koza, Andrew C. Inkpen, P. Christopher Earley, John Child, Ranjay Gulati, and Ed Zajac. A foreword is provided by Yves L. Doz. In all, the book presents a rich and wide variety of contributions from some of the best minds in the field.

Autoren/Hrsg.

Faulkner, David

de Rond, Mark

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Management Internationales Management
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Außenhandel

Inhaltsverzeichnis

- Part One: Perspectives on Cooperative Strategy

- 1: David O. Faulkner and Mark de Rond: Perspectives on Cooperative Strategy

- 2: Keith W. Glaister, Rumy Husan, and Peter J. Buckley: Characteristics of UK International Joint Ventures with Triad and Non-Triad Partners

- Part Two: The Rationale for Cooperation

- 3: Alan Rugman and Joseph D'Cruz: The Theory of the Flagship Firm

- 4: Anoop Madhok: Transaction (In)Efficiency, Value (In)Efficiency, and Inter-firm Collaboration

- 5: Stephen Tallman: Forming and Managing Shared Organization Ventures: Resources and Transaction Costs

- 6: Kofi O. Nti and Rajesh Kumar: Differential Learning in Alliances

- 7: Ray Loveridge: The Firm as Differentiator and Integrator of Networks: Layered Communities of Practice and Discourse

- Part Three: The Process of Cooperating

- 8: Yves L. Doz and Oguz Baburoglu: From Competition to Collaboration: The Emergence and Evolution of RandD Cooperatives

- 9: David Boddy, Douglas Macbeth, and Beverly Wagner: Implementing Cooperative Strategy: A Model from the Private Sector

- 10: Thomas Kern and Leslie Willcocks: Cooperative Relationship Strategy in Global Information Technology Out-sourcing: The Case of Xerox Corporation

- 11: Barbara Gray: Assessing Inter-Organizational Collaboration: Multiple Conceptions and Multiple Methods

- 12: Jeffrey J. Reuer and Mitchell P. Koza: International Joint Venture Instability and Corporate Strategy

- Part Four: Cooperative Behaviour

- 13: Robert Pitkethly, David O. Faulkner, and John Child: National Differences in Acquisition Integration

- 14: Paul Olk and P. Christopher Earley: Interpersonal Relationships in International Strategic Alliances: Cross-Cultural Exchanges and Contextual Factors

- 15: Steven C. Currall and Andrew C. Inkpen: Joint Venture Trust: Interpersonal, Inter-Group, and Inter-Firm Levels

- 16: David O. Faulkner: Trust and Control: Opposing or Complementary Functions?

- Part Five: Cooperative Strategy: The Future

- 17: Ranjay Gulati and Ed Zajac: Reflections on the Study of Strategic Alliances

- 18: David O. Faulkner and Mark de Rond: Concluding Thoughts and Future Directions

Über Autor(innen)

Dr David Faulkner is University Lecturer in Strategic Management, Said Business School, and a Tutorial Fellow of Christ Church, University of Oxford. He is a Deputy Director of the Said Business School in charge of the MBA programme.

Mark de Rond is Assistant Professor in the Department of Strategy and Management at ESSEC, France. He has been a lecturer in Management Studies at University College, Trinity College, and Lady Margaret Hall, Oxford University, and is an Adjunct Professor at Andrew University, Michigan, USA.