Strategic Alliances

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Abstract

Strategic alliances have become well established as a viable organizational form and an important means of strategy implementation. In many industries, complexity and uncertainty have increased to the point that competing autonomously is no longer an option. Strategic alliances have the potential to create various benefits for the partner firms, such as access to new technologies and complementary skills, economies of scale, and the reduction of risk. This chapter provides an analysis of major issues and research questions involving strategic alliances. The chapter begins with a definition of alliances and then moves on to consider the rationale for alliances, learning as an alliance motive, alliance performance and instability, control issues, trust and alliances, and evolutionary processes. Within each section, key research areas and questions are identified and the major supporting research and associated findings are discussed. In the concluding section, several important directions for future research are identified.

Original languageEnglish
Title of host publicationThe Blackwell Handbook of Strategic Management
EditorsMichael A. Hitt, R. Edward Freeman, Jeffrey S. Harrison
Number of pages25
Place of PublicationOxford
PublisherWiley-Blackwell
Publication date2006
Pages403-427
Chapter14
ISBN (Print)9780631218616
ISBN (Electronic)9781405164023
DOIs
Publication statusPublished - 2006
Externally publishedYes

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