Strategic Alliance Management

Business & Finance, Economics, International, Management & Leadership, Planning & Forecasting
Cover of the book Strategic Alliance Management by Brian Tjemkes, Pepijn Vos, Koen Burgers, Taylor and Francis
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Author: Brian Tjemkes, Pepijn Vos, Koen Burgers ISBN: 9781134852482
Publisher: Taylor and Francis Publication: September 19, 2017
Imprint: Routledge Language: English
Author: Brian Tjemkes, Pepijn Vos, Koen Burgers
ISBN: 9781134852482
Publisher: Taylor and Francis
Publication: September 19, 2017
Imprint: Routledge
Language: English

Strategic alliances – partnerships between separate organizations to share resources collaboratively toward mutually beneficial goals – are an important management instrument, but one that is difficult for firms to manage. Among many desirable outcomes, alliances can reduce costs, provide access to new technology, and improve research and development endeavours, though collaborative arrangements come with risks, peril, and adversities. This renewed and re-worked text connects theory to practice to help understand this important business practice.

Strategic Alliance Management presents an academically grounded alliance development framework, detailing eight stages of alliance development with consideration for specific management challenges. For each stage, readers are presented with state-of-the-art theoretical insights, evidence-based managerial guidelines and a business case illustration. Additional chapters detail on contemporary alliance management challenges, including co-opetition and business eco-systems. Other chapters highlight the role of alliance professionals, alliance capabilities and paradoxical challenges in alliance relationships.

This second edition retains a blend of academic knowledge and practical examples, while updating case examples and adding five new chapters on emerging alliance topics. This book remains vital reading for business students and professionals interested in strategic management.

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Strategic alliances – partnerships between separate organizations to share resources collaboratively toward mutually beneficial goals – are an important management instrument, but one that is difficult for firms to manage. Among many desirable outcomes, alliances can reduce costs, provide access to new technology, and improve research and development endeavours, though collaborative arrangements come with risks, peril, and adversities. This renewed and re-worked text connects theory to practice to help understand this important business practice.

Strategic Alliance Management presents an academically grounded alliance development framework, detailing eight stages of alliance development with consideration for specific management challenges. For each stage, readers are presented with state-of-the-art theoretical insights, evidence-based managerial guidelines and a business case illustration. Additional chapters detail on contemporary alliance management challenges, including co-opetition and business eco-systems. Other chapters highlight the role of alliance professionals, alliance capabilities and paradoxical challenges in alliance relationships.

This second edition retains a blend of academic knowledge and practical examples, while updating case examples and adding five new chapters on emerging alliance topics. This book remains vital reading for business students and professionals interested in strategic management.

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