Need and potential risks of strategic alliances for competing successfully
AbstractIn today’s global economy, many companies’ managers consider strategic alliances as a key strategic alternative. Even if it is true that strategic alliances can be a really powerful competitive tool, managers should pay attention to all potential risks before involving in a partnership. This paper aims to address a series of issues that may arise when forming a strategic alliance.
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Bibliographic InfoArticle provided by Faculty of Management, Academy of Economic Studies, Bucharest, Romania in its journal ECONOMIA seria MANAGEMENT / ECONOMY - MANAGEMENT series.
Volume (Year): 13 (2010)
Issue (Month): 1 (June)
strategic management; strategic alliances; cross culture;
Find related papers by JEL classification:
- F21 - International Economics - - International Factor Movements and International Business - - - International Investment; Long-Term Capital Movements
- F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
- L14 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Transactional Relationships; Contracts and Reputation
- L21 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Business Objectives of the Firm
- L24 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Contracting Out; Joint Ventures
- L25 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Performance
- M16 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - International Business Administration
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Bruner, Robert F., 1999. "An analysis of value destruction and recovery in the alliance and proposed merger of Volvo and Renault," Journal of Financial Economics, Elsevier, vol. 51(1), pages 125-166, January.
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