MULTINATIONAL STRATEGIC ALLIANCES Strategic alliances are one of the most significant tools used today in business, especially by multinational firms. It is seen by business managers as the way to grow their organizations, especially when faced by downsizing and cutbacks. Such alliances have certainly been around for a long time, and surveys show that today the majority of large organizations use them. Almost all multinational firms have considered them. However, what has changed in today’s working climate is their breadth and frequency of use, and their complexity. This highlights the need for a comprehensive guide such as this. Indeed, research shows that over 70% of strategic alliances fail to deliver the results that were intended from the outset. What makes this book so useful is that it covers a broader range of alliances and has more current case studies than other books currently available. In addition, this comprehensive introduction to the subject provides a base of practical ‘how-to-do-it’ material and specific decision models covering determining strategic fit, negotiating strategic alliances and selecting compatible partners, formulating type and structure of alliances in light of operational fit, and making strategic alliances work. The book also explores other options instead of alliances such as wholly-owned multinational expansion and exporting, and has major sections on understanding and managing cross-cultural diversity, communications and leadership. Case studies include General Motors in China, British Airways and American Airlines, Airbus Industrie, a celluar phone venture in Tashkent, British Petroleum/Mobil in Europe, and Puyi-Briggs and Straton Engine Corporation in China. The systematic processes, contingency frameworks, best practices guidelines and situation analysis checklists given in this book make it an indispensable guide for managers and senior managers no matter what the size of their enterprise, especially those involved in international marketing, planning and management. It is also relevant to consultants and MBA and post-graduate students interested in the development, management and other strategic issues involved in multinational strategic alliances. Previous volumes in the Wiley Series in Practical Strategy are: Segev: Business Unit Strategy 0-471-97164-2 Hedberg et al: Virtual Organizations and Beyond 0-471-97493-5 McNamee: Strategic Market Planning 0-471-97932-5 Hussey and Jenster: Competitor Intelligence 0-471-98407-8 The aim of this series is to provide managers with books on strategy, strategic management and strategic change, which are helpful, practical, and provide guidance for the application of sound concepts in real situations.

Here is a unique new guide to the conceptual, theoretical, and practical dimensions of multinational strategic alliances--interfirm collaborations requiring resource commitment by each party for operational efficiency, market power, or risk sharing in the short or long term. Due to the increasing importance of multinational interfirm cooperative efforts in the global marketplace, it is essential that professionals involved in international business understand how strategic alliances are formed and managed. Multinational Strategic Alliances features salient information that promotes greater understanding about the formation of strategic alliances in a variety of settings and offers practical guidelines for managers of international firms interested in cooperative ventures. This valuable book provides vital information on interfirm partnership from various perspectives, which help theoreticians as well as practitioners to understand the motives, structures, and processes of strategic alliances. Managers will find specific guidelines on how to form strategic alliances with other firms as an effective approach to sustain competitive advantage in today's marketplace. Unique examples illustrate the pitfalls to avoid and present practical solutions to particular problems raised by corporate linkages. While Multinational Strategic Alliances covers many areas, it focuses on these major topics: an evaluation of interfirm partnership multinational cooperation in competition major issues in strategic alliances interorganizational management patterns for multinational alliances multinational interfirm partnership in the electronic industry a multinational linkage in the leisure industry strategic management of multinational cooperation global dependence and strategic alliance reasons why international firms link with their competitors types of cooperative ventures that have proven successful, and the factors which account for their success kinds of international companies most involved in these cooperative ventures the future of international strategic alliances As the marketplace continues to become more competitive, this book is a much-needed resource for managers of international firms, international business consultants, and international business researchers. Graduate students in business administration, libraries of research and education institutions, corporate planners, and firms in a host of industries who need to develop an in-depth understanding of multinational interfirm cooperation will find this book an invaluable reference.

This book presents theories and case studies for corporations in developed nations, including Japan, for designing strategies to maximize opportunities and minimize threats in business expansion into developing nations. The case studies featured here focus on Asia, including China and India, and use examples of Japanese manufacturers. Five case studies are provided, including Hitachi Construction Machinery and Shiseido in China and Maruti Suzuki in India. These cases facilitate the reader’s understanding of the business environments in emerging economies. This volume is especially recommended for business people responsible for international business development, particularly in China and India. In addition, the book serves as a useful resource for students in graduate-level courses in international management.

International Strategic Alliances is a practical guide that tackles major issues one might encounter when establishing a Chinese-based or US-based joint venture. It targets small and middle-market US companies that wish to establish strategic alliances based in China or other Asian countries, in order to expand their markets. Unlike other business management books, this book also caters to small, middle market and larger Asian companies (not limited to the Fortune 500 list), that wish to establish strategic alliances based in the US to grow their businesses. One of the chapters includes a detailed step-by-step guide to obtaining a US Green Card through an EB-5 visa for Asian entrepreneurs and their families.

Covers research on strategic alliances, and serves to lay out a research agenda on collaborative strategy and alliance management. This book covers the theoretical foundations that guide work on inter-firm collaboration, ranging from sociological perspectives to real options theory to diverse traditions within organizational economics.

Transformations of Strategic Alliances in Emerging Markets: Volume I, deals with changes in strategic alliances in the complex settings of European emerging markets. It includes 40 years’ worth of data in its in-depth study of the changes in education, networks, work performance, and environmental factors in European transition region.

This collection of essays focuses on the changing role of firms and states in shaping international competition. The way in which industry responds to this situation by forming strategic alliances both within industrial sectors and across national borders is examined.

Some companies discover the value of cross-border collaborations only after fighting long, head-to-head battles that leave them financially exhausted, intellectually depleted, and vulnerable to the next wave of competition and innovation. Grudgingly they come to recognize the benefits of sharing and trading control, costs, skills, capital, information, technology and access to markets - but only after a heavy price. Now companies can begin to learn the value of collaboration and how to capitalize on strong, flexible alliances by reading Collaborating to Compete. Written by McKinsey & Company's leading international management consultants, this strategic and operational guide provides practical information on how to design effective cross-border alliances-based on hundreds of case studies worldwide that illustrate the common factors that go into winning alliances. The authors argue that successful companies are transferring competence across borders by retaining key managers from acquired companies and by employing other strategies designed to reap the best from both companies in the consolidation. The authors also argue that effective collaboration is based on a long-term sequence of actions and that alliances fail when they're driven by hasty shortsighted goals. The authors highlight key steps in putting together a powerful alliance including: overcoming the resistance to alliances from executives and managers; finding the best structure and partner to meet a given set of goals; building flexibility into your collaboration to permit changes in legal and financial structures; ensuring good, frequent communication between you and your partners; setting up internal mechanisms to resolveconflicts quickly; and rescuing poorly conceived alliances. In reading about the activity of leading companies in the U.S., Japan, and Europe, readers will discover that even acquisitions - once a strictly predatory enterprise - are now taking on a more collaborative color. Drawing on McKinsey's strategies from the Triad, Collaborating to Compete goes on to show why cross-border strategy approaches need to account for the unique regulatory structural, and cultural barriers presented by individual countries and regions. The book shows that by following through on the basic prescription: U.S. companies can "ally for advantage" to open up the once impenetrable Japanese market; Japanese MNCs can successfully move into those complex U.S. markets; U.S., Japan, and other countries can crack the European Economic Community; and European companies can transcend obstacles and make successful U.S. acquisitions. Collaborating to Compete also looks hard at the dramatic restructuring of Europe and Asia and points out how European companies will have to use cross-border acquisitions and alliances to respond to new threats from global and Pan-European competitors.

Cooperation has become the leading strategy adopted by business and other organizations. It is taking on new forms that are adapted to changing market expectations and technological possibilities in the rapidly evolving business environment. This new edition of Cooperative Strategy provides a comprehensive view of the practical and theoretical literature concerning cooperative strategies, and the alliance and network organizational forms that are the enablers of these strategies. It takes the reader through the stages of developing a cooperative alliance, from choosing a cooperative form and selecting partners, to establishing an alliance and managing the process of cooperation. It examines cooperative strategies in different sectors as well as internationally, and discusses performance criteria and evolution of cooperation over time. With insights from internationally recognized experts on cooperative strategy, this book presents extensive research on the topic while also addressing practical issues of alliance management.

Diploma Thesis from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Paderborn, language: English, abstract: Strategische Allianzen zählen zu den wichtigsten Gebieten der Organisationsforschung sowie des Strategischen Managements. Untersuchungen konzentrieten sich bisher auf Partnerschaften von Unternehmen. In den letzten Jahren stieg die Anzahl von Kooperationen zwischen Firmen und Non-Profit-Organisationen (NPO) wie Vereinen oder Sozialen Gruppen. Unilever, GlaxoSmithKline oder Microsoft zählen zu den Unternehmen, die mit NPOs (auch NGOs) wie dem World Wildlife Fund for Nature, Medicines for Malaria Venture oder Greenpeace zusammenarbeiten. Besonders in den Bereichen der AIDS/HIV-Bekämpfung, dem Umweltschutz oder der Agrarwirtschaft arbeiten Firmen vermehrt mit NPOs zusammen. Problematisch ist bis heute, wie der Erfolg oder Misserfolg derartiger Allianzen zu fassen ist, da sowohl ökonomische als auch soziale Ziele in die Messung einfließen müssen. Björn Gehrmann untersuchte und entwickelte erstmals, welche Kriterien Erfolge von Partnerschaften zwischen Multinationalen Unternehmen (MNCs) und NPOs sichtbar machen können. Mit Hilfe einer Balanced Scorecard strukturiert der Autor die Erfolgskriterien und liefert Unternehmen sowie Organisationen aus dem sozialen Sektor ein Werkzeug, gemeinsame Projekte in den Bereichen Corporate Social Responsibility, Corporate Citizenship oder Nachhaltigkeit zu messen. Diverse Beispiele aus der Praxis verdeutlichen und unterstreichen die Ergebnisse. Das Werk wurde vom Lehrstuhl für Organisation und Unternehmensführung der Universität Paderborn mit der Bestnote ausgezeichnet und basiert auf den Top-Journals der deutschen sowie amerikanischen Management und Strategie Forschung.