In all, the book presents a rich and wide variety of contributions from some of the best minds in the field. No single approach has dominated the study of cooperative strategy. This book brings together the latest thinking and research from a variety of theoretical perspectives and addresses key issues through a number of different lenses.
In all, the book presents a rich and wide variety of contributions from some of the best minds in the field.No single approach has dominated the study of cooperative strategy. This book brings together the latest thinking and research from a variety of theoretical perspectives and addresses key issues through a number of different lenses.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
* 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
* 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
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