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Cooperative Strategy$
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John Child, David Faulkner, and Stephen Tallman

Print publication date: 2005

Print ISBN-13: 9780199266241

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199266241.001.0001

Closing reflections

Chapter:
(p. 420 ) (p. 421 ) 19 Closing reflections
Source:
Cooperative Strategy
Author(s):

John Child

David Faulkner

Stephen B. Tallman

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199266241.003.0019

Several benefits may possibly be derived from various efforts that further cooperation into mainstream management thinking. This final chapter summarizes the additional efforts that have to be made in the future. The first of these involves focusing more on managing cooperation and how this can be developed into a mature condition since more attention has been given to the outcomes instead of the underlying processes. Through this, the chapter identifies means of utilizing the full potential of cooperation. The second requirement, on the other hand, entails considering the changes in the business environment and how cooperative strategies play a positive role in such situations through further examining the contribution of cooperation as a mode of business organization.

Keywords:   business organization, cooperation, managing cooperation, underlying processes, business environment

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