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

• Declining Demand, Divestiture, and Corporate Strategy
• Vertical Integration, Outsourcing, and Corporate Strategy

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