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« De l'alliance stratégique à la stratégie d'alliance »


  • Jacques Arlandis


[fre] L'environnement de l'entreprise a changé : aucun secteur industriel ne relève d'une économie certaine ; le secteur des technologies de l'information (informatique et télécommunication) est révélateur des stratégies d'alliance vers lesquelles s'orientent les firmes : en multipliant les accords inter-entreprises, IBM, NEC et les autres, se constituent de véritables portefeuilles d'alliance.. La constitution de ces portefeuilles se fait au nom d'une logique stratégique que cet article s'efforce de mettre en évidence : si la stratégie classique permettait à l'entreprise de se poser les problèmes qu'elle pensait pouvoir résoudre, la stratégie d'alliance doit permettre de se poser également les problèmes qu'on ne sait pas résoudre aujourd'hui pour être en situation de les résoudre demain. [eng] The environment of the company has changed : no industrial sector reveals certainty in its economy ; the information technology sector is a good illustration of the new strategy led by firms : by multiplying inter-company agreements, IBM, NEC, etc., are building real portfolios of alliances.. The constitutin of such portfolios will follow a strategic approach such as this article tries to point out : whereas the classical strategy allowed the company to reveal problems it will be able to solve, the alliance strategy also enables the firm to point out problems that are known as not to be solved today, but in the near future.

Suggested Citation

  • Jacques Arlandis, 1987. "« De l'alliance stratégique à la stratégie d'alliance »," Revue d'Économie Industrielle, Programme National Persée, vol. 39(1), pages 228-243.
  • Handle: RePEc:prs:recind:rei_0154-3229_1987_num_39_1_1253
    Note: DOI:10.3406/rei.1987.1253

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