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Cooperative StrategyManaging Alliances and Networks$
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John Child, David Faulkner, Stephen Tallman, and Linda Hsieh

Print publication date: 2019

Print ISBN-13: 9780198814634

Published to Oxford Scholarship Online: June 2019

DOI: 10.1093/oso/9780198814634.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 17 November 2019

Introduction

Introduction

Chapter:
(p.3) 1 Introduction
Source:
Cooperative Strategy
Author(s):

John Child

David Faulkner

Stephen Tallman

Linda Hsieh

Publisher:
Oxford University Press
DOI:10.1093/oso/9780198814634.003.0001

Chapter 1 defines cooperative strategy, and compares it with competitive and corporate strategy. Cooperative strategy can help to improve competitive strategy by enhancing the qualities that afford competitive advantage. It can also strengthen corporate strategy by making the corporate mission more attainable. The chapter notes the growing use of cooperative strategies in various forms. The range is wide and includes collaborations between two or relatively few organizations such as joint ventures and research and development partnerships; multi-partner alliances such as oil-exploration consortia, industry-wide associations, innovation networks, global supply chains, collaborations through information and communications technology platforms; and public–private partnerships. The chapter recognizes the importance of information technology in assisting the management and coordination of alliances and networks, but notes that it cannot substitute for trust-based personal relationships between key actors crucial for successful cooperation. The chapter then describes how the book is organized into parts and chapters.

Keywords:   cooperative strategy, strategic alliances, partnerships, collaboration, hybrid organizations

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