Managing Interpartner Risks 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.
Managing Interpartner Risks in Strategic Alliances is a volume in the book series Research in Strategic Alliances that focuses on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series also includes 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 seeks to disseminate theoretical insights and practical management information that should enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances.
Managing Interpartner Risks in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 9 chapters in this volume deal with significant issues relating to the management of interpartner risks in strategic alliances. These risk issues relate to dedicated alliance function and partner-specific experience, cross-border licensing, interfirm alliance structures, a hybrid interpretive scheme for engaging with dark potentialities, solidarity partnerships, prior ties in partner acquisitions, new market entrants in the venture capital industry, and private sector intelligence. The chapters contain empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on managing interpartner risks in strategic alliances.
Foreword to the Series. About the Series. Dedicated Alliance Function and Partner-Specific Experience: Alternative Mechanisms for Managing Interpartner Risk in Strategic Alliances, Melike N. Findikoglu and Dovev Lavie. Managing Risks in Cross-Border Licensing Alliances: Interdependence, Contract Structure, and Knowledge Transfer. Preet S. Aulakh, Marshall S. Jiang, and Rekha Krishnan. Risk Types and Interfirm Alliance Structures, T. K. Das and Bing-Sheng Teng. Complexifying the Perceived Chaos: A Hybrid Interpretive Scheme for Engaging With Dark Potentialities in Strategic Alliances, Angelos Kostis. Interpartner Risks in Solidarity Partnerships: A Case of Cooperation Without a Contract in Community Supported Agriculture, Sonia Aissaoui, Pascale Bueno Merino, and Samuel Grandval. Managing Risks in Strategic Alliances, T. K. Das and Bing-Sheng Teng. Partner-Specific Routines, Trust, and the Quality of Strategic Decision Making: How Prior Ties Bias Management Decisions in Partner Acquisitions, Kerstin Neumann. Breaking in Together: Partnership Formation Patterns of New Market Entrants in the Venture Capital Industry, Lei Zhang and Alex Makarevich. Strategic Collaboration within Competitive Industries: Private Sector Intelligence, Luis Alfonso Dau, Elizabeth M. Moore, and Maria A. Robson. About the Contributors. Index.
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- BUS000000 - BUSINESS & ECONOMICS: General
- BUS063000 - BUSINESS & ECONOMICS: Strategic Planning
- BUS041000 - BUSINESS & ECONOMICS: Management
- Governance Issues in Strategic Alliances
- Managing Alliance Portfolios and Networks
- Managing Interpartner Cooperation in Strategic Alliances
- Managing Multipartner Strategic Alliances
- Managing the Partners in Strategic Alliances
- Managing Trust in Strategic Alliances
- Strategic Alliances for SME Development