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Rupture et stabilité des alliances stratégiques : le cas de l'alliance SAMIR-SOMEPI dans le secteur pétrolier au Maroc

Author

Listed:
  • Abderrahim Oubrahim

    (CERTAP - Centre d'étude et de recherche sur les transformations de l'action publique - UPVD - Université de Perpignan Via Domitia)

  • Mohammed Benlahcen Tlemçani

    (CERTAP - Centre d'étude et de recherche sur les transformations de l'action publique - UPVD - Université de Perpignan Via Domitia)

Abstract

La rupture d'alliance suite à une dissolution, cession ou acquisition de la coentreprise n'est pas synonyme d'échec car elle pourra déboucher sur une situation gagnant-gagnant pour les deux partenaires membres de l'alliance. Qualifier la rupture d'une coentreprise d'un échec peut correspondre à une situation vraisemblable, mais le diagnostic de l'échec ne peut découler uniquement du constat que l'un ou l'ensemble des partenaires ait décidé de mettre un terme à leur alliance. Le départ unilatéral d'une alliance dans la majorité des cas est associé à des risques et coûts. Afin d'y remédier, Les partenaires recourent à des contrats avec des clauses contractuelles stipulant les modalités de sortie d'alliance. Les coûts de négociation, prix de rachat des parts de capital et les différentes opportunités d'investissement du prix d'opportunité post rupture conditionnent les décisions de départ, et par conséquent la stabilité de l'alliance.

Suggested Citation

  • Abderrahim Oubrahim & Mohammed Benlahcen Tlemçani, 2010. "Rupture et stabilité des alliances stratégiques : le cas de l'alliance SAMIR-SOMEPI dans le secteur pétrolier au Maroc," Post-Print hal-02540391, HAL.
    • Handle: RePEc:hal:journl:hal-02540391
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    References listed on IDEAS

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    1. Arvind Parkhe, 1991. "Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 22(4), pages 579-601, December.
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