Cooperative Strategy

• clear and systematic overview of an important topic
• alliances, joint ventures, and networks are increasingly common
• international/comparative examples
• the authors have extensive academic and consulting experience
• clear structure making it suitable for course teaching and management training

New to this edition

• Thoroughly revised and updated
• Expanded coverage of economic and organizational theoretical models
• Extended use of case studies from the US, Europe, and Asia

Readership: Academic: Business school academics in strategy, international business, organizational behaviour. MBA and undergraduate students taking these compulsory courses. Professional: Managers involved in, or who expect to be involved in, alliances.

John Child, Professor of Management at the Universities of Birmingham and Hong Kong, David Faulkner, and Stephen Tallman, Professor of Strategy at the University of Utah

1: Introduction
Part I: Theory and Cooperative Strategies
2: Economic Perspectives and Motivations
3: Organizational Perspectives and Motivations
4: Social Relationships and Trust in Cooperative Strategies
Part II: Building Cooperative Strategies
5: The Process of Alliance Strategy
6: Partner and Form Selection
7: Networks and Virtuality
Part III: Managing Cooperation
8: General Management
9: Ownership, Control, and Governance
10: Learning and Information Management in Cooperative Ventures
11: Human Resource Management
12: Culture
13: Emerging Markets
Part IV: Success, Failure, and Change in Cooperative Strategies
14: Success and Failure in Alliances
15: Evolution and Change in Alliances
16: Conclusions and the Future