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A pragmatic view of joint ventures and alliances

A pragmatic view of joint ventures and alliances Discusses results from a recent CISIBIS workshop where senior managers exchanged views and experiences. Feels that though joint ventures and alliances are not new arrangements the sheer numbers being formed and the frequency with which this is happening is new. Looks at: people; forms of alliances and joint ventures; aspirations and objectives; learning; cultures; internal v. external; co‐operation and competition; and boundary issues. Concludes that 70% to 80% of proposed joint ventures and alliances are never getting off the ground, and if 30% of those that do are failing within two years, what lessons can be drawn from the experiences of those at the workshop? http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

A pragmatic view of joint ventures and alliances

The Antidote , Volume 2 (6): 2 – Nov 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006445
Publisher site
See Article on Publisher Site

Abstract

Discusses results from a recent CISIBIS workshop where senior managers exchanged views and experiences. Feels that though joint ventures and alliances are not new arrangements the sheer numbers being formed and the frequency with which this is happening is new. Looks at: people; forms of alliances and joint ventures; aspirations and objectives; learning; cultures; internal v. external; co‐operation and competition; and boundary issues. Concludes that 70% to 80% of proposed joint ventures and alliances are never getting off the ground, and if 30% of those that do are failing within two years, what lessons can be drawn from the experiences of those at the workshop?

Journal

The AntidoteEmerald Publishing

Published: Nov 1, 1997

Keywords: Joint ventures; Alliances; Management styles

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