Managing the Partners 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 the Partners 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 the Partners in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 14 chapters in this volume deal with significant issues relating to the management of the partners in strategic alliances. These issues run the gamut from deterring deceitful behaviors, partner selection and control, interpartner learning, harmony, negotiation, tensions, and diversities, to partner management and alliance performance. 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 the partners in strategic alliances.
Foreword to the Series, Michael A. Hitt. About the Series, T. K. Das. Deterring Deceitful Behaviors of Alliance Partners, T. K. Das. Partner Selection in Strategic Alliances for Innovation: An Individual-Level Framework for Assessing Goodwill and Competence, Diana Rus and Nadine Roijakkers. Managing Interpartner Harmony in Strategic Alliances, T. K. Das and Rajesh Kumar. Coping With Vulnerability in Strategic Alliances: Reciprocity, Altruism, and Blurred Hospitality, Angelos Kostis and Alex Örtegren. Managing Interpartner Negotiations in Strategic Alliances, T. K. Das and Rajesh Kumar. Alliance Decision Makers and How They Shape Alliance Performance, Jeffrey L. Cummings, Dave Luvison, and Timothy B. Steele. Managing Interpartner Learning in Strategic Alliances, T. K. Das and Rajesh Kumar. The Influence of Alliance and Partner Characteristics on Tensions in Contractual Alliances in Technologically Turbulent Environments, Diana Marie De Silva, Matthias Vermeiren, and Ernst Verwaal. Behavioral Factors for Effective Partner Management in International Strategic Alliances, Saleema Kauser. Managing Alliance Partner Attributes: Lessons From the Ericsson Case Study, Giulio Ferrigno, Andrea Piccaluga, and Giovanni Battista Dagnino. Interpartner Learning Dynamics in an Alliance Constellation, Megan Woods and Rob Hecker. Managing Interpartner Diversities for Alliance Performance, Hiroshi Yasuda. Alliance Capability Development Through the Adoption and Adaptation of Intra- and Interorganizational Management Control Practices, Diana Marie De Silva and Ernst Verwaal. Quality of Partner Relations in International Construction Alliances, Beliz Ozorhon and David Arditi. 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 Interpartner Risks in Strategic Alliances
- Managing Multipartner Strategic Alliances
- Managing Trust in Strategic Alliances
- Strategic Alliances for SME Development