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Collaborating to compete: cross‐border alliances

Collaborating to compete: cross‐border alliances Sets out to show that although strategic alliances do represent challenges for managers, they are a useful vehicle for international strategy. Finds that the average life span of a cross‐border alliance is about seven years but only about half of them are successful and, moreover, 66% of alliances run into serious managerial or financial problems within the first two years and nearly 80% terminate when one of the partners acquires the venture. Concludes with a panel (covering two pages) espousing that managers need to monitor evolving alliances to safeguard their own long‐term strategic interests. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Collaborating to compete: cross‐border alliances

The Antidote , Volume 2 (4): 4 – Jul 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006346
Publisher site
See Article on Publisher Site

Abstract

Sets out to show that although strategic alliances do represent challenges for managers, they are a useful vehicle for international strategy. Finds that the average life span of a cross‐border alliance is about seven years but only about half of them are successful and, moreover, 66% of alliances run into serious managerial or financial problems within the first two years and nearly 80% terminate when one of the partners acquires the venture. Concludes with a panel (covering two pages) espousing that managers need to monitor evolving alliances to safeguard their own long‐term strategic interests.

Journal

The AntidoteEmerald Publishing

Published: Jul 1, 1997

Keywords: Alliances; Strategic management; Management control

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