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Using alliances to destabilize market values

Using alliances to destabilize market values Warns that managers who base strategic alliances on the popular marriage metaphor are mistaken — especially in fast‐moving markets. Bases research on consulting work in partnership alliances for British Aerospace, Moog Controls International and General Motors (Europe), in addition to research at Cranfield University (UK) to the relationship between product innovation and process efficiency. Argues that a successful alternative to competition is co‐operation not conflict, concluding it is only in the form of a one‐night stand that strategic alliances in fast‐moving markets can succeed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Using alliances to destabilize market values

The Antidote , Volume 2 (4): 2 – 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/EUM0000000006348
Publisher site
See Article on Publisher Site

Abstract

Warns that managers who base strategic alliances on the popular marriage metaphor are mistaken — especially in fast‐moving markets. Bases research on consulting work in partnership alliances for British Aerospace, Moog Controls International and General Motors (Europe), in addition to research at Cranfield University (UK) to the relationship between product innovation and process efficiency. Argues that a successful alternative to competition is co‐operation not conflict, concluding it is only in the form of a one‐night stand that strategic alliances in fast‐moving markets can succeed.

Journal

The AntidoteEmerald Publishing

Published: Jul 1, 1997

Keywords: Alliances; Marketing strategy; Strategic planning

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