 Developing strategic alliances: A conceptual framework for successful co-operationChristoph Bronder and Rudolf Pritzl European Management Journal, 1992, vol. 10, issue 4, 412-421 Abstract: Due to dramatically increasing global competition and in the light of Europe '92, companies have to concentrate on their particular competitive advantages and on those business activities they know well. The market, however, asks for an ever increasing range of products and services. 'System deals' include -- along with a product -- attractive sideline services, like project management, system implementation or supply of related products. In many cases, entering these markets or achieving technological breakthroughs is only possible with a strong partner. These recent developments forced corporations to consider alternative company structures. The failure of many strategic alliances, however, has clearly shown that understanding the development process of the alliance is critical for success. Christoph Bronder and Rudolf Pritzl present a structured procedure for developing strategic alliances that outlines four critical phases: strategic decision for an alliance, alliance configuration, partner selection, and alliance management. Date: 1992 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:10:y:1992:i:4:p:412-421 Ordering information: This journal article can be ordered from Access Statistics for this article European Management Journal is currently edited by Michael Haenlein More articles in European Management Journal from Elsevier |
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