This book brings together some of the latest thinking and research on cooperative strategy. Work in this area has grown rapidly over the last decade, but no single thematic approach has dominated and become the ascendant theory--resource dependency, transaction cost analysis, market power, and game theory have all made significant contributions to the growing literature on strategic cooperation. This book presents chapters from many of these theoretical perspectives and some of the key issues through a number of different lenses.
This book brings together some of the latest thinking and research on cooperative strategy. Work in this area has grown rapidly over the last decade, but no single thematic approach has dominated and become the ascendant theory--resource dependency, transaction cost analysis, market power, and game theory have all made significant contributions to the growing literature on strategic cooperation. This book presents chapters from many of these theoretical perspectives and some of the key issues through a number of different lenses.
David Faulkner Mark de Rond is a lecturer in Management Studies, University of Oxford and Visiting Professor at ESSEC, Paris. He was previously a Visiting Professor in Strategic Management at Andrews University, Michigan, USA. He has presented papers at Academy of Management meetings, Strategic Management Society conferences, World Conference of Sociology meeting, and other international conferences.
Inhaltsangabe
* Part One: Perspectives on Cooperative Strategy * 1: David O. Faulkner and Mark de Rond: Perspectives on Cooperative Strategy * 2: Keith W. Glaister, Rumy Husan, and Peter J. Buckley: Characteristics of UK International Joint Ventures with Triad and Non-Triad Partners * Part Two: The Rationale for Cooperation * 3: Alan Rugman and Joseph D'Cruz: The Theory of the Flagship Firm * 4: Anoop Madhok: Transaction (In)Efficiency, Value (In) Efficiency, and Interfirm Collaboration * 5: Stephen Tallman: Forming and Managing Shared Organization Ventures: Resources and Transaction Costs * 6: Kofi O. Nti and Rajesh Kumar: Differential Learning in Alliances * 7: Ray Loveridge: The Firm as Differentiator and Integrator of Networks: Layered Communities of Practice and Discourse * Part Three: The Process of Cooperating * 8: Yves L. Doz and Oguz Baburoglu: From Competition to Collaboration: The Emergence and Evolution of RandD * 9: David Boddy, Douglas Macbeth, and Beverly Wagner: Implementing Cooperative Strategy: A Model from the Private Sector * 10: Thomas Kern and Leslie Willcocks: Cooperative Relationship Strategy in Global Information Technology Outsourcing: The Case of Xerox Corporation * 11: Barbara Gray: Assessing Interorganizational Collaboration: Multiple Conceptions and Multiple Methods * 12: Jeffrey J. Reuer and Mitchell P. Koza: International Joint Venture Instability and Corporate Strategy * Part Four: Cooperative Behaviour * 13: Robert Pitkethly, David O. Faulkner, and John Child: National Differences in Acquisition Integration * 14: Paul Olk and P. Christopher Earley: Interpersonal Relationships in International Strategic Alliances: Cross-Cultural Exchanges and Contextual Factors * 15: Steven C. Currall and Andrew C. Inkpen: Joint Venture Trust: Interpersonal, Intergroup, and Interfirm Levels * 16: David O. Faulkner: Trust and Control: Opposing or Complementary Functions? * Part Five: Concluding Thoughts * 17: Ranjay Gulati and Ed Zajac: Towards a Research Agenda
* Part One: Perspectives on Cooperative Strategy * 1: David O. Faulkner and Mark de Rond: Perspectives on Cooperative Strategy * 2: Keith W. Glaister, Rumy Husan, and Peter J. Buckley: Characteristics of UK International Joint Ventures with Triad and Non-Triad Partners * Part Two: The Rationale for Cooperation * 3: Alan Rugman and Joseph D'Cruz: The Theory of the Flagship Firm * 4: Anoop Madhok: Transaction (In)Efficiency, Value (In) Efficiency, and Interfirm Collaboration * 5: Stephen Tallman: Forming and Managing Shared Organization Ventures: Resources and Transaction Costs * 6: Kofi O. Nti and Rajesh Kumar: Differential Learning in Alliances * 7: Ray Loveridge: The Firm as Differentiator and Integrator of Networks: Layered Communities of Practice and Discourse * Part Three: The Process of Cooperating * 8: Yves L. Doz and Oguz Baburoglu: From Competition to Collaboration: The Emergence and Evolution of RandD * 9: David Boddy, Douglas Macbeth, and Beverly Wagner: Implementing Cooperative Strategy: A Model from the Private Sector * 10: Thomas Kern and Leslie Willcocks: Cooperative Relationship Strategy in Global Information Technology Outsourcing: The Case of Xerox Corporation * 11: Barbara Gray: Assessing Interorganizational Collaboration: Multiple Conceptions and Multiple Methods * 12: Jeffrey J. Reuer and Mitchell P. Koza: International Joint Venture Instability and Corporate Strategy * Part Four: Cooperative Behaviour * 13: Robert Pitkethly, David O. Faulkner, and John Child: National Differences in Acquisition Integration * 14: Paul Olk and P. Christopher Earley: Interpersonal Relationships in International Strategic Alliances: Cross-Cultural Exchanges and Contextual Factors * 15: Steven C. Currall and Andrew C. Inkpen: Joint Venture Trust: Interpersonal, Intergroup, and Interfirm Levels * 16: David O. Faulkner: Trust and Control: Opposing or Complementary Functions? * Part Five: Concluding Thoughts * 17: Ranjay Gulati and Ed Zajac: Towards a Research Agenda
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