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Cooperative Strategy
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Cooperative Strategy

Cooperative Strategy

Economic, Business, and Organizational Issues

David Faulkner, Mark de Rond

396 pages, parution le 01/11/2001

Résumé

This book brings together some of the latest thinking and research on cooperative strategy. Work in this area has grown rapidly over the last decade, but no single thematic approach has dominated and become the ascendant theory. Resource dependency, transaction cost economics, and game theory have all made significant contributions to the growing literature on strategic cooperation. This book presents chapters from many of these theoretical perspectives and some of the key issues through a number of different lenses.

Contents

  • Part One: Perspectives on Cooperative Strategy
  • 1 David O. Faulkner and Mark de Rond: Perspectives on Cooperative Strategy
  • 2 Keith W. Glaister, Rumy Husan, and Peter J. Buckley: Characteristics of UK International Joint Ventures with Triad and Non-Triad Partners
  • Part Two: The Rationale for Cooperation
  • 3 Alan Rugman and Joseph D'Cruz: The Theory of the Flagship Firm
  • 4 Anoop Madhok: Transaction (In)Efficiency, Value (In)Efficiency, and Inter-firm Collaboration
  • 5 Stephen Tallman: Forming and Managing Shared Organization Ventures: Resources and Transaction Costs
  • 6 Kofi O. Nti and Rajesh Kumar: Differential Learning in Alliances
  • 7 Ray Loveridge: The Firm as Differentiator and Integrator of Networks: Layered Communities of Practice and Discourse
  • Part Three: The Process of Cooperating
  • 8 Yves L. Doz and Oguz Baburoglu: From Competition to Collaboration: The Emergence and Evolution of R&D Cooperatives
  • 9 David Boddy, Douglas Macbeth, and Beverly Wagner: Implementing Cooperative Strategy: A Model from the Private Sector
  • 10 Thomas Kern and Leslie Willcocks: Cooperative Relationship Strategy in Global Information Technology Out-sourcing: The Case of Xerox Corporation
  • 11 Barbara Gray: Assessing Inter-Organizational Collaboration: Multiple Conceptions and Multiple Methods
  • 12 Jeffrey J. Reuer and Mitchell P. Koza: International Joint Venture Instability and Corporate Strategy
  • Part Four: Cooperative Behaviour
  • 13 Robert Pitkethly, David O. Faulkner, and John Child: National Differences in Acquisition Integration
  • 14 Paul Olk and P. Christopher Earley: Interpersonal Relationships in International Strategic Alliances: Cross-Cultural Exchanges and Contextual Factors
  • 15 Steven C. Currall and Andrew C. Inkpen: Joint Venture Trust: Interpersonal, Inter-Group, and Inter-Firm Levels
  • 16 David O. Faulkner: Trust and Control: Opposing or Complementary Functions?
  • Part Five: Cooperative Strategy: The Future
  • 17 Ranjay Gulati and Ed Zajac: Reflections on the Study of Strategic Alliances
  • 18 David O. Faulkner and Mark de Rond: Concluding Thoughts and Future Directions

L'auteur - David Faulkner

David O. Faulkner, University Lecturer in Strategy, Said Business School, University of Oxford

L'auteur - Mark de Rond

Mark de Rond, Lecturer in Management Studies, University of Oxford; Visiting Professor, ESSEC, Paris.

Caractéristiques techniques

  PAPIER
Éditeur(s) Oxford University Press
Auteur(s) David Faulkner, Mark de Rond
Parution 01/11/2001
Nb. de pages 396
Format 15,5 x 23
Couverture Broché
Poids 584g
Intérieur Noir et Blanc
EAN13 9780199248537
ISBN13 978-0-19-924853-7

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