Joint Ventures, Alliances, and Corporate Strategy Joint Ventures, Alliances, and Corporate Strategy
By Kathryn Rudie Harrigan
2003/09 - Beard Books
1587981955 - Paperback - Reprint - 440  pp.

Managers dealing with joint ventures will find this book a gold mine of information and insights.

Publisher Comments
Categories: Banking & Finance

This title is part of the Smart Management list.

Of Interest:

A Not-So-Tender Offer

Dangerous Pursuits: Mergers and Acquisitions in the Age of Wall Street 

Declining Demand, Divestiture, and Corporate Strategy

Managing the Merger: Making It Work

Mergers and Acquisitions: Issues from the Mid-Century Merger Wave

Strategy and Structure: Chapters in the History of the American Industrial Enterprise

Takeover: The New Wall Street Warriors: The Men, the Money, the Impact

The Corporate Merger

The Human Side of Mergers and Acquisitions: Managing Collisions Between People, Cultures, and Organizations

The Titans of Takeover

Vertical Integration, Outsourcing, and Corporate Strategy

When this book was first published in 1985, it offered a quantum increase in the available knowledge about designing and managing joint ventures, presenting an in-depth analysis of domestic joint ventures. The main focus is on where and how companies can build cooperative arrangements that enable them to make advances that they could not make alone. The analytical framework provides prospective cooperating firms with a guide to the possible benefits and pitfalls of using joint ventures, from first contemplating cooperation to dissolving the partnership after it ceases to serve both parties well.

From the back cover blurb:

The analysis shows that joint ventures are typically an unstable form of organization. Such instability does not mean that the joint venture was unwise. During its life it may have been very useful. But, research indicates that joint ventures are usually transitional arrangements, at least in the domestic arena.

Professor Harrigan tested her analytical framework in different industries, examining the background and success of 492 specific joint ventures and 392 other cooperative arrangements and expounding many other concepts and insights. She explains why certain patterns of cooperative strategies have been more prevalent within some U.S. industries than within others and suggests which joint venture strategies are inappropriate with certain corporate and competitive contexts. 

No book reviews available.

Kathryn Rudie Harrigan is the Henry Kravis Professor of Business Leadership at Columbia University, where she teaches the "Corporate Growth and Development" course as well as other strategy electives and core courses. She is the author of several books and numerous articles. A business leader, corporate director, and respected scholar, she has received many honors including the Columbia Business School's Schoenheimer Award for Excellence, an IBM Research Fellowship in Business Administration, and a Division of Research Fellowship from Harvard Business School, were she also earned a D.B.A.

Other Beard Books by Kathryn Rudie Harrigan

Figures ix
Tables xi
Foreword xiii
Preface xv
Acknowledgments xvii
1. Domestic Joint Ventures 1
Joint Ventures in Mature Economies 1
A New Look at Joint Ventures 5
Questions Regarding Joint-Venture Strategies 13
Overview 15
Notes 17
Appendix 1A: Cooperative Strategy Alternatives 19
2. Motives for Joint-Venture Formation (and Termination) 27
Uses of Joint Ventures 29
Drawbacks of Joint Ventures 36
A Timely Managerial Challenge 40
Notes 41
Appendix 2A: Political Theories of Joint Ventures 45
3. Interactions among Joint-Venture Parents: The Analytical Model 49
An Overview of the Joint-Venture Framework 51
A Single Firm's Perspective: Hypotheses Concerning the Cost-Benefit Analysis 55
A Meeting of Minds: Hypotheses Concerning the Bargaining Agreement 61
Changes in Partners' Viewpoints: Hypotheses Concerning Changes in the Bargaining Agreement 65
Summary 70
Notes 71
Appendix 3A: Game Theory and Two-Player Games 73
4. Interactions between Parent and Child: The Analytical Model Continues 75
The Bargaining Agreement 76
Integrating Parent and Child 90
Control Mechanisms 95
Changes in the Bargaining Agreement 99
Notes 101
5. Viability of the Joint-Venture Child: The Analytical Model Continues 103
Relating the Child's Competitive Environment to Parents' Joint-Venture Strategies 103
The Child Firm's Domain 105
Notes 126
6. Research Methodology of the Joint-Venture Study 129
The Predictive Power of the Framework 129
Construction of Industry Chapters 131
Field Research Procedure 132
Industry Chapter Overview 139
7. Joint Ventures in Capital-Intensive Industries 143
Motives 143
Industries 144
Summary 161
8. Joint Ventures Involving Differentiable Products 163
Motives 163
Industries 164
Summary 184
9. Joint Ventures in Services Industries 187
Motives 187
Industries 188
Summary 219
10. Joint Ventures in High Technology Industries 223
Motives 223
Industries 225
Summary 254
11. Joint Ventures and the Evolution of Industry Structure 257
Motives 257
Industries 259
Summary 291
Note 292
12. Joint Ventures and Global Industries 293
Motives 293
Industries 294
Summary 321
Notes 322
13. Summary: Joint Ventures and Adaptation to Change 323
Supplementing Resources and Capabilities 324
Creating Synergies 328
Child Autonomy 334
14. Summary: Joint Ventures as Technological Change Agents 339
Solving Technological Problems 339
Protecting Technological Assets 341
Transferring Knowledge 346
Spider's Webs versus Exclusive Partnership Relationships 352
15. Summary: Guidelines for Forming and Managing 355
Finding Partners 355
Writing Contracts 363
Ownership versus Control 367
Using Managers Effectively 370
Evaluating Joint Venture Performance 375
16. Summary: Joint Ventures as Change Agents and Public Policy Implications 377
Future Trends 377
Patents and Innovation 379
Antitrust 380
International Competition 382
Bibliography 385
Company Index 405
General Index 420
About the Author 427

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