A Culture of Cooperation? Not Yet

Arvind Parkhe
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Arvind Parkhe: International Business and Strategy at the Kelley School of Business, Indiana University, Bloomington, United States

Chapter 13 in The Allianced Enterprise:Global Strategies for Corporate Collaboration, 2001, pp 119-122 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractAlliances are here to stay. Even the smartest, biggest, and richest companies have learned the value of competing through cooperation. With shortening product life cycles, rising cost pressures, and growing demands to respond to specific host government requirements and consumer tastes, companies seem to have accepted as fact the premise that remaining a corporate loner is simply not an attractive option. Observers of the business landscape note, with merit, how the current wave of alliances involves not just peripheral products, geographic markets, and technologies, but also those that touch the very core of alliance participants' vital competitive advantages. So alliances are fast becoming a mainstay of competitive strategy, rather than a transitional ploy helping corporate executives grope toward more permanent solutions. And because the underlying forces that have spawned alliances are mounting, not abating, alliances will continue to proliferate as well …

Keywords: Alliance; Joint Venture; Network; Strategic Alliance; Partnership; Collaboration; Corporate Strategy; R&D Agreements; Network Economy; Business Strategy (search for similar items in EconPapers)
Date: 2001
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