Linking Methodological Complementarism with the Theory of Joint Alliances

Maurice Yolles
Additional contact information
Maurice Yolles: Liverpool John Moores University Business School

Chapter 66 in Synergy Matters, 2002, pp 391-396 from Springer

Abstract: Conclusion There are parallels between the arguments that are made about the creation of joint alliances between organisations, and those that come into being under the banner of methodological complementarism. A common platform that enables them to be considered as different species of the same genus is to consider them to both be purposeful adaptive activity systems. This enables them to be considered in terms of three domains: cognitive, transformational, and behavioural. The possible importance of this is that it may provide the potential for further developing the theory associated with joint alliances, beyond that explained in the current literature. It may also more closely link in the theory of methodological complementarism, enabling us to formulate a more general viable systems theory of joint ventures.

Keywords: Strategic Management; Joint Venturis; World View; Soft System Methodology; Behavioural Domain (search for similar items in EconPapers)
Date: 2002
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-0-306-47467-5_66

Ordering information: This item can be ordered from
http://www.springer.com/9780306474675

DOI: 10.1007/0-306-47467-0_66

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().