Strategic Alliances Formation,

Strategic alliances are becoming increasingly important as a long-term response to the move towards globalization of businesses, and to their need to learn and adapt quickly, gain access to new markets, and diffuse new technologies. In this comprehensive informative and practical text the authors delvop: An analysis of over 30 alliances in the US, Japan and Europe. A blueprint for successfully forming and implementing an alliance. Practical case histories of nine successful and unsuccessful alliances which highlight benefits and drawbacks.Highly successful in hardback, this book is now available in paperback for undergraduate and MBA students of corporate strategy and international business.

Peter Lorange is President of IMD, Lausanne, Switzerland. Formerly he was President of The Norwegian School of Management, and has taught at Wharton and MIT. He is a specialist in multinational management, strategic planning process, alliances and strategic control. Professort Lorange writes and lectures extensively in his subject area and is a consultant to numerous companies in the United States and Europe.

Johan Roos is Assistant Professor at the Norwegian School of Management. Within the areas of international strategy and management he is a specialist in formation and implementation of cooperative strategies, strategies for the advancement of organizations and strategies for customer satisfaction. Dr Roos has written, taught and advised widely in these subject areas.

Preface

vi

Part I Introduction

Strategic Alliances in International Business

3

(24)

Conceptual Framework of Strategic Alliances

3

(10)

The Importance of Strategic Alliances

13

(4)

The Challenge of Strategic Alliances

17

(3)

Outline of the Book

20

(1)

Appendix: Owens-Illinois and Plastic Recycling Technology

21

(6)

P. Olk

Part II Formation and Evolution of Strategic Alliances

The Formation Process

27

(52)

Strategic Intent

27

(3)

Strategic Match

30

(2)

Stakeholder Blessing

32

(2)

Strategic Plan

34

(7)

Internal Support

41

(1)

Outcome of Strategic Alliances

42

(2)

The Formation Process in the Four Archetypes

44

(6)

Summary

50

(2)

Appendix: DEC-ITT

52

(27)

T. Cummings

Evolution of Strategic Alliances

79

(26)

A Generic Model for the Evolution of Strategic Alliances

79

(6)

Evolution within Archetypes

85

(3)

Evolution between Archetypes

88

(4)

Summary

92

(1)

Appendix: Sancella, Ltd

93

(12)

J. Roos

Part III Management Processes

Planning and Control Considerations

105

(43)

Introduction

105

(1)

Objective-Setting

106

(1)

Strategic Programming

107

(1)

Strategic Budgeting

108

(2)

Control and Protection of Core Competence

110

(2)

Non-Financial Strategic Control

112

(2)

Financial Control

114

(3)

Tailoring Planning for the Four Archetypes

117

(1)

Tailoring Control for the Four Archetypes

118

(1)

Planning Implications of Relative Business Position

119

(1)

Planning Implications of the General Evolution Pattern

120

(3)

Summary

123

(1)

Appendix: Genetics Institute Inc.

124

(24)

A. Connolly

J. Rhea

Human Resource Management

148

(29)

Introduction

148

(3)

Assignment of People

151

(2)

Transferability of People

153

(2)

Managers' Time-spending Patterns

155

(2)

Avoidance of Judgment Biases

157

(1)

Management Loyalty Issues

158

(2)

Career and Benefits Planning

160

(2)

Summary

162

(3)

Appendix: Showa-Packard

165

(12)

M. Yoshino

Part IV Contextual Issues

Culture, Management Approach, and Performance

177

(28)

Introduction

177

(1)

Similar Cultural Settings

178

(2)

Different Cultural Settings

180

(2)

The Importance of Strategic Intent Differences

182

(1)

The Importance of Cross-Cultural Differences

183

(1)

Summary

184

(2)

Appendix: Fuji Xerox

186

(19)

G. Jacobson

J. Hillkirk

Common Obstacles

205

(33)

Introduction

205

(1)

Overcoming Reluctance to Give Up Autonomy

206

(2)

Achieving Operating Momentum

208

(1)

Maintaining Focus on the Environment

209

(1)

Avoiding Politicking

210

(1)

Maintaining Organizational Energy to Cooperate Over Time

211

(2)

Increasing the Willingness to Learn

213

(1)

Avoiding ``Bottleneck'' Dependence

214

(1)

Maintaining Core Competence

215

(2)

Summary

217

(1)

Appendix: Swedpartner-Norpartner

218

(20)

J. Roos

Emerging Challenges

238

(27)

Introduction

238

(1)

Dominant and Shared Strategic Alliances

239

(4)

The Emergence of Shared Global Strategic Alliances

243

(3)

Management of Global Shared Strategic Alliances

246

(1)

Summary

247

(1)

Appendix: FiatGeotech-Hitachi Construction Machinery

248

(17)

P. Lorange

J. Roos

Part V Conclusions and Implications

Conclusions

265

(10)

Introduction

265

(2)

A Contingency-based View

267

(1)

Formation of Strategic Alliances

268

(1)

A Means to an End: Theories of Evolution

269

(2)

An Advanced Working Mode

271

(1)

Summary

272

(3)

Notes

275

(5)

References

280

(5)

Index

285

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Strategic Alliances Formation, Implementation, and Evolution

Summary

Author Biography

Table of Contents

Supplemental Materials