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Strategic Business Alliances

An Examination of the Core Dimensions Keith W. Glaister, Centre for International Business, University of Leeds, UK, Rumy Husan, Senior Lecturer, SPRU – Science and Technology Policy Research, University of Sussex, UK and Peter J. Buckley, OBE, FBA, Professor of International Business, Centre for International Business, University of Leeds (CIBUL), UK
Strategic Business Alliances examines key issues in the analysis, management and performance of international joint ventures using a sample of UK–European equity joint ventures.
Extent: 224 pp
Hardback Price: $127.00 Web: $114.30
Publication Date: 2004
ISBN: 978 1 84376 177 8
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Strategic Business Alliances examines key issues in the analysis, management and performance of international joint ventures using a sample of UK–European equity joint ventures. The authors consider the viewpoint of all configurations of the international joint venture – UK parent, European parent and joint venture management. Factors discussed include motives for formation, partner selection criteria, joint venture management, and control and performance, all of which have been identified in the literature as the core dimensions of joint venture activity.

The book also explores the emerging issue of learning in strategic alliances, as well as the sensitive question of cultural differences in the mix of factors that surround the complexities of modern international joint ventures. Empirical evidence examined by the authors suggests that learning and cultural differences are vital elements in the operation and performance of these ventures.

Given that inter-firm collaborative activity in an increasingly globalised world economy is a crucial aspect of the strategy of many firms, this book will be invaluable to students, researchers and academics with an interest in international business and strategic management. Managers and practitioners who require insight into the core dimensions of international joint venture activity will also find this book very useful.
Contents: 1. Introduction: What do we Know About International Joint Ventures? 2. Strategic Motives and Performance 3. The Nature of Partner Selection 4. Management Control 5. Decision-Making Autonomy 6. Learning to Manage International Joint Ventures 7. Partnering Skills and Cross-Cultural Issues 8. Performance Assessment in IJVs: The Relationship Between Subjective and Objective Methods and the Influence of Culture 9. Culture and the Management of IJVs 10. Summary and Conclusions Appendix 1. Research Methods and Sample Characteristics Appendix 2. Case Vignettes: Outlines of the Sample IJVs References Index