Management Dynamics in Strategic Alliances
T. K. Das, City University of New York
A volume in the series: Research in Strategic Alliances. Editor(s): T. K. Das, City University of New York.
Management Dynamics in Strategic Alliances is a volume in the book series Research in Strategic Alliances that will focus on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series will cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances.
Management Dynamics in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 12 chapters in this volume cover a number of significant topics relating to the management of strategic alliances. The chapters discuss both the broader issues, such as governance structure choice, dynamics of alliance conditions, co-evolutionary dynamics, learning dynamics, and the management of internal tensions, and the more focused problems of controls in interfirm settings, dilemmas of cooperation, value creation in alliance portfolios, and alliance management experiences in the construction and automobile industries. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the management dynamics in strategic alliances.
Foreword to the Series, Michael A. Hitt. About the Series. 1 Alliance Formation and Structure Choice: The Roles of Entrepreneurial Orientation and Institutional Environments, Pat H. Dickson and K. Mark Weaver. 2 Value Creation in Alliance Portfolios: Integrating Configurational and Managerial Aspects, Andreas Al-Laham and Florian Zock. 3 Antecedents of Value Creation and Value Appropriation Outcomes of Strategic Alliances: The Moderating Role of Governance Mode, Adamantia Pateli and Spyros Lioukas. 4 The Dynamics of Alliance Conditions in the Alliance Development Process, T. K. Das and Bing-Sheng Teng. 5 Insular Stages of Alliances and Counterintuitive Communication Needs, Varghese P. George. 6 Beyond the "Ideal": Exploring Controls in Interfirm Settings from a Combinatorial Perspective, Ariela Caglio and Angelo Ditillo. 7 Effective Management of Strategic Alliances in International Construction, Beliz Ozorhon and David Arditi. 8 Learning Dynamics in Strategic Alliances, T. K. Das and Rajesh Kumar. 9 A Typology of Interorganizational Learning: The Case of International Strategic Alliances in the Automobile Industry, Tsutomu Kobashi, Natsuko Fujikawa, and Kazuyuki Kozawa. 10 Survival of the Fittest or Survival of the Group? Co-evolutionary Dynamics in Strategic Alliances, Niki Hynes and Juliette Wilson. 11 Social Technology and Stability/Transformation of Alliance Networks: Dilemmas and Paradoxes of Cooperation, Sof Thrane and Jan Mouritsen. 12 Managing Internal Tensions in Strategic Alliances, T. K. Das and Bing-Sheng Teng. About the Contributors. Index.
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- BUS055000 - BUSINESS & ECONOMICS: Reference
- BUS025000 - BUSINESS & ECONOMICS: Entrepreneurship
- BUS041000 - BUSINESS & ECONOMICS: Management
- Governance Issues in Strategic Alliances
- Managing Alliance Portfolios and Networks
- Managing Interpartner Cooperation in Strategic Alliances
- Managing Interpartner Risks in Strategic Alliances
- Managing the Partners in Strategic Alliances
- Managing Trust in Strategic Alliances
- Strategic Alliances for SME Development