Non-Cooperation - The Dark Side of Strategic Alliances

Non-Cooperation - The Dark Side of Strategic Alliances

by W. Suen

Paperback(1st ed. 2005)

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Overview

Non-Cooperation - The Dark Side of Strategic Alliances by W. Suen

Strategic alliances can create competitive advantages for firms. But alliances also bring new risks. Managers must be realistic about firms' behaviours in alliances: non-cooperation can result in the failure of an alliance or a firm.

What factors generate non-cooperative impulses? What allows firms to act on them? How can alliances be structured to reduce opportunities for non-cooperation? This book explores the different influences on firms' attitudes toward cooperation and highlights the connections between these factors. The book also provides a framework for assessing how much alliance-partners need each other's resources, and to identify which firms are able to act on non-cooperative impulses.

A series of case studies operationalize the theory and the framework. The Microsoft case uses documents from its US antitrust trial to show how it used its partners' reliance on it to its advantage. The airline industry alliances and the Ballard case, which traces the development of commercial fuel-cell vehicles, show how firms use formal and informal structures to strengthen ties amongst alliance partners.

Product Details

ISBN-13: 9781349523122
Publisher: Palgrave Macmillan UK
Publication date: 06/10/2005
Edition description: 1st ed. 2005
Pages: 212
Product dimensions: 5.51(w) x 8.50(h) x 0.02(d)

About the Author

WILMA W. SUEN is a consultant in the technology and the airline industries, working with private and public sector clients. She has been specializing in corporate alliance issues since 1998. A native of Vancouver, she holds degrees from the University of British Columbia, the London School of Economics and the Fletcher School at Tufts University.

Table of Contents

List of Tablesix
List of Figuresx
List of Abbreviationsxi
Acknowledgmentsxiii
Forewordxv
1The Dark Side of Strategic Alliances1
What is a strategic alliance?3
Alliances: the double-edged sword6
Organization of the book8
2The Challenge of Non-Cooperation11
Assumptions12
Cooperation and non-cooperation16
Influences on the firm's attitude toward alliance21
Summary29
3Power and Interdependence: the Firm's Ability to Act31
Defining power and interdependence33
Measuring power and interdependence39
Applying power and interdependence47
4Microsoft: Power and the Limits of Power49
Why Microsoft?50
Influences on the firm's attitude52
Power and interdependence54
Microsoft in the PC market: exercising power56
Microsoft and technology convergence: the limits of power74
Conclusions84
5Ballard Power: Shifting Dependence, Changing Structures86
Technologies and markets86
Ballard Power Systems93
Power and interdependence101
Constructing interdependence114
Conclusions117
6Global Airline Alliances: Constructing Interdependence119
Industry environment120
Influences on the firm's attitude126
Behaviours129
Power and interdependence131
Historical alliances: Swissair135
Modern era of global alliances141
Conclusions156
7Putting the Firm Back Into Alliance158
Lessons learned159
Managerial implications167
Going forward168
Notes171
Bibliography181
Index208

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