Management Of Alliance Networks

Effective management is crucial to the success of the inter-firm cooperation, and may reduce the risk that is inherently associated with these strategies. If cooperative strategy is to be successful, managers must have knowledge of factors that should be taken into consideration during formation and management of alliance networks. Therefore the main goal of this book is an understandable and simple presentation of the complexity involved in the management of alliance networks at three basic stages: formation stage, functioning stage, and post-operational stage. The book consists of six chapters, both theoretical and practical. A new model for management of alliance networks, which utilizes different instruments and tools, has been developed in the work. The last part of the book concentrates on the management of alliance networks in a practice-based framework based on the example of an engineering company which has formed a portfolio of bilateral alliances.​

Managing Alliance Portfolios and Networks is a volume in the book series Research in Strategic Alliances that focuses on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series also includes comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series seeks to disseminate theoretical insights and practical management information that should enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances. Managing Alliance Portfolios and Networks contains contributions by leading scholars in the field of strategic alliance research. The 9 chapters in this volume deal with significant issues relating to the management of alliance portfolios and alliance networks. These issues range from value creation in alliance ecosystems, management lessons from social enterprise, and a configurational perspective on alliance management capabilities, to the competition dynamics of alliance networks, internationalization of an alliance portfolio, and structural embeddedness of alliance networks during industry convergence. The chapters contain empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on managing alliance portfolios and alliance networks.

Cooperation has become the leading strategy adopted by business and other organizations. It is taking on new forms that are adapted to changing market expectations and technological possibilities in the rapidly evolving business environment. This new edition of Cooperative Strategy provides a comprehensive view of the practical and theoretical literature concerning cooperative strategies, and the alliance and network organizational forms that are the enablers of these strategies. It takes the reader through the stages of developing a cooperative alliance, from choosing a cooperative form and selecting partners, to establishing an alliance and managing the process of cooperation. It examines cooperative strategies in different sectors as well as internationally, and discusses performance criteria and evolution of cooperation over time. With insights from internationally recognized experts on cooperative strategy, this book presents extensive research on the topic while also addressing practical issues of alliance management.

This book provides approachable and insightful chapters that summarize state-of-the-art thinking and research on alliances and networks. Contributions by leading scholars cover foundations or fundamentals as well as frontier areas through a diverse range of perspectives.

In an environment of rapid and discontinuous change, managers have turned to alliances to access the resources they need. But research on alliances shows that more than half fail, demonstrating the difficulty of managing these relationships. Based on their extensive research on alliances, the authors explore the relational capabilities needed for building and managing successful alliances. Using the case of Royal Philips, they explore the role of strategy, structure, systems, people, and culture in alliance success. They also discuss the need for ongoing adaptation and renewal of relational capabilities as the business and its environment change.

Today's firms are increasingly embedded in networks of alliances that influence their behavior and performance. Ranjay Gulati examines the 'network resources' that arise from these ties, how successful firms manage these, and how they influence strategy, access to resources, and perceptions of a firm's legitimacy.

Companies made more than 42,000 alliances over the past decade worldwide, many of which failed to deliver strong results. This book explains why and how you can seize the benefits from your business’s network of alliances with customers, suppliers and competitors. This network can provide three key advantages: · superior information · better cooperation · increased power Network Advantage shows how awareness of these three advantages can help align your portfolio of alliances with your corporate strategy to maximize advantages from existing networks and to position your business as an industry leader. This book is written by three leading authorities in the field of organizational management who work with many international corporate clients. Based on groundbreaking research and illustrative cases, it provides practical tools to help you think strategically about reconfiguring your alliances and partnerships. For business executives, consultants, and executive MBAs who want to get the most advantage from the combined power of their alliance portfolios, Network Advantage offers in-depth, practical guidance. Make it your first strategic connection to gaining competitive advantage! Companies’ connections to other firms—their network of alliances—matter for economic success. In this practical, jargon-free, evidence-based book, three experienced scholar/educators provide practical tools to understand your company’s network positioning and what to do to build webs of relationships that provide competitive advantage and economic value. —Jeffrey Pfeffer, professor, Graduate School of Business, Stanford University and co-author of The Knowing-Doing Gap. The book, Network Advantage, presents compelling ideas and is a must-read. It articulates three different perspectives to think about a firm’s network advantage and shows how a firm can maximize the value of its alliance network. The book is filled with theoretical and practical insights on the topic and offers captivating case studies to illustrate its key points. It is fun to read. I highly recommend this book. —W. Chan Kim, The BCG Chair Professor of INSEAD and the Co-director of the INSEAD Blue Ocean Strategy Institute In this eminently researched book, the authors show how executives and entrepreneurs alike can unlock the value of alliances. And the book comes with some "secrets" to success that most managers overlook. Every CEO, executive and entrepreneur who are collaborating with other firms ought to read this book. —Morten T. Hansen, Professor at University of California at Berkeley, author of Collaboration and co-author of Great by Choice. Don’t compete alone! “Network Advantage” provides a fresh perspective on how all firms can benefit from their alliances and partnerships. The authors seamlessly integrate academic research and real life examples into a practical step by step guide for unleashing the power, information and cooperation advantages available in networks. A must read for thoughtful executives and entrepreneurs alike. —Stein Ove Fenne, President, Tupperware U.S. & Canada Having the "right" business network is everything for a company's success in Asia and worldwide. With its rich cases and practical tools, this book is an indispensable guide for a thoughtful executive on how to design, build and manage a network that will make your firm globally competitive. —Yong-Kyung Lee, Former CEO of Korean Telecom, Member of the Korean National Assembly. Alliances and Partnerships, in their various formats and guises, are the bridges that allow businesses to thrive in their ecosystems by leveraging each other's strengths. The authors show how those bridges, when used appropriately, can help your firm create an alliance network to enhance your business power. The book contains many examples and models to help you shape your own alliance strategy in a world of ever increasing co-opetition. —Ricardo T. Dias, Strategic Alliances Director, Hewlett Packard (HP) Software, Asia Pacific & Japan

Effective management is crucial to the success of network organizations and can reduce the risk inherently associated with cooperative strategy. This contributed volume addresses the management of network organizations from both theoretical and practical perspectives, as well as an international standpoint in the form of selected cases from various Central European countries. The authors claim that without some type of network management, irrespective of the type of network, it is impossible to effectively compete with other companies and/or networks. As network organizations are representative of a broad range of possible network types, i.e. alliance networks, clusters, outsourcing, and virtual organizations, this book presents various perspectives on the management of network organizations. The book features articles from different scholars who have practical experience in network organizations, written in simple and easy-to-follow language, with a wide application of practical cases. Given its successful combination of theory and practice, together with the nature of the texts presented, the book offers a valuable resource for a broad readership, including scholars, managers and management science students.