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Books on the topic 'Performance of Strategic Alliance'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 February 2022

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1

Jing zheng xing zhan lue lian meng de hang ye xing cheng, guan xi zhi li ji chuang xin ji xiao yan jiu: A Study on Sectoral Formation, Relationship Governance and Innovation Performance of Competitive Strategic Alliance. Chengdu: Xinan jiao tong da xue chu ban she, 2013.

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2

Wimmer, Ágnes. Teljesítménymérés: Az üzleti kapcsolatok értékelése, fejlesztése, menedzsmentje. Budapest, Hungary: Budapesti Közgazdaságtudományi és Államigazgatási Egyetem, Vállalatgazdaságtan tanszék, 2004.

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3

McGee, Jeffrey E. Cooperative strategy and new venture performance: The role of managerial experience. New York: Garland Pub., 1994.

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4

Briody, Elizabeth Kathleen. Partnering for organizational performance: Collaboration and culture in the global workplace. Lanham: Rowman & Littlefield Publishers, 2008.

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5

Briody, Elizabeth Kathleen. Partnering for organizational performance: Collaboration and culture in the global workplace. Lanham: Rowman & Littlefield Publishers, 2008.

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6

American Association of Naturopathic Physicians. Alliance on Naturopathic State Licensing. Alliance strategic plan. Seattle: American Association of Naturopathic Physicians, 1997.

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7

Tjemkes, Brian, Pepijn Vos, and Koen Burgers. Strategic Alliance Management. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673.

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8

Developing alliance capabilities. New York: Palgrave Macmillan, 2008.

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9

McShane, Kathryn Julie. Strategic purchasing: Supplier alliance increase purchasing's strategic role. (s.l: The Author), 1997.

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10

Haq, Rehan Ul. Positing the infrastructure alliance. Birmingham: Birmingham Business School, 2004.

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11

Wratschko, Katharina. Strategic Orientation and Alliance Portfolio Configuration. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9459-2.

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12

de Waal, André. Strategic Performance Management. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-34918-7.

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13

University of Aberdeen. Centre for Defence Studies., ed. Greenland and the Atlantic Alliance. Aberdeen, Scotland: Centre for Defence Studies, 1985.

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14

Harald, Müller. Strategic defences: The end of the Alliance strategy? Brussels: Centre for European Policy Studies, 1987.

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15

Darby, Mark. Alliance Brand. New York: John Wiley & Sons, Ltd., 2006.

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16

Strategic thinking. New York: Prentice Hall, 1990.

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17

Military logistics and strategic performance. London: F. Cass, 2001.

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18

Kenny, Graham. Strategic Planning and Performance Management. Hoboken: Taylor & Francis, 2012.

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19

H, Dunning John, ed. Alliance Capitalism and Global Business. Hoboken: Taylor and Francis, 2012.

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20

Firdman, G. R. Strategic information systems: Forging the business and technology alliance. [New York?]: McGrawHill, 1991.

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21

Gerlach, Michael L. Alliance capitalism: The social organization of Japanese business. Berkeley: University of California Press, 1992.

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22

Wong, Andy Kam Yuen. A theory of strategic alliance and implementation in airline industry. Leicester: De Montfort University, 1994.

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23

Tomioka, Jun. An evaluation of the strategic alliance between Nissan and Renault. Oxford: Oxford Brookes University, 2003.

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24

Strategic management and public service performance. New York: Palgrave Macmillan, 2012.

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25

Chanda, Ashok. HRM strategic integration and organizational performance. New Delhi: Response Books, 2009.

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26

Board, Conference, ed. Aligning strategic performance measures and results. New York, NY: Conference Board, 1999.

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27

Chanda, Ashok. HRM strategic integration and organizational performance. Los Angeles: Response, 2009.

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28

Baldwin, Laura H. Strategic sourcing: Measuring and managing performance. Santa Monica, CA: RAND, 2000.

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29

Chanda, Ashok. HRM strategic integration and organizational performance. Los Angeles: Response, 2009.

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30

Cool, Karel O. Performance differences among strategic group members. West Lafeyette, Ind: Institute for Research in the Behavioral, Economic, and Management Sciences, Krannert Graduate School of Management, Purdue University, 1986.

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31

1947-, Shen Jie, ed. HRM strategic integration and organizational performance. New Delhi: Response Books, 2009.

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32

Andrews, Rhys, George A. Boyne, Jennifer Law, and Richard M. Walker. Strategic Management and Public Service Performance. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230349438.

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33

Walker, Gordon. Strategic consistency, synergy and business performance. Cambridge, Mass: Business Policy and Planning Division, Sloan School of Management, Massachusetts Institute of Technology, 1986.

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34

Cool, Karel. "Performance differences among strategic group members". Fontainbleau: INSEAD, 1986.

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35

Comment réussir une alliance en recherche et développement. Paris: L'Harmattan, 1997.

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36

Lyon, Rod. Alliance unleashed: Australia and the US in a new strategic age. Barton, A.C.T: Australian Strategic Policy Institute, 2005.

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37

Stiles, Janine. A philosophical justification for a realist approach to strategic alliance research. Henley-on-Thames: Henley Management College, 1995.

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38

Inkpen, Andrew C. Strategic Alliances. Edited by Alan M. Rugman. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199234257.003.0015.

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Over the past several decades there has been an enormous increase in the formation of international strategic alliances and in the research efforts devoted to understanding alliances. This article analyses the major issues and research questions in the international strategic alliance area. Although the objective is to be as comprehensive as possible, the volume of research in this field is so large that various areas can be discussed only peripherally. The article begins with a brief overview of alliances forms and then moves on to consider alliance formation and governance structures, alliance performance, control issues, bargaining power, the role of trust, evolutionary processes, and alliance networks. Within each section, key research areas and questions are identified and the major supporting research and associated findings are discussed.

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39

Briody, Elizabeth. Organizational Collaboration, Culture, and Performance: Successful Partnerships in the Global Workplace. Rowman & Littlefield Publishers, Inc., 2008.

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40

Organizational Collaboration, Culture, and Performance: Successful Partnerships in the Global Workplace. Rowman & Littlefield Publishers, Inc., 2008.

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41

Claudio, Frischtak, Newfarmer Richard S, Dunning John H, and United Nations. Transnational Corporations and Management Division., eds. Market structure and industrial performance. London: Routledge, 1994.

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42

Rixtel, Adrian van. Informality and Monetary Policy in Japan: The Political Economy of Bank Performance. Cambridge University Press, 2007.

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43

Informality and Monetary Policy in Japan: The Political Economy of Bank Performance. Cambridge University Press, 2002.

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44

Crawford, Timothy W. The Power to Divide. Cornell University Press, 2021. http://dx.doi.org/10.7591/cornell/9781501754715.001.0001.

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This book examines the use of wedge strategies, a form of divisive statecraft designed to isolate adversaries from allies and potential supporters to gain key advantages. With a multidimensional argument about the power of accommodation in competition, and a survey of alliance diplomacy around both world wars, the book artfully analyzes the past and future performance of wedge strategy in great power politics. It argues that nations attempting to use wedge strategy do best when they credibly accommodate likely or established allies of their enemies. It also argues that a divider's own alliances can pose obstacles to success and explains the conditions that help dividers overcome them. The book advances these claims in eight focused studies of alliance diplomacy surrounding the world wars. Through those narratives, the book adeptly assesses the record of countries that tried an accommodative wedge strategy, and why ultimately, they succeeded or failed. These calculated actions often became turning points, desired or not, in a nation's established power. For policymakers today facing threats to power from great power competitors, the book argues that a deeper historical and theoretical grasp of the role of these wedge strategies in alliance politics and grand strategy is necessary. The book drives home the contemporary relevance of the analysis with a survey of China's potential to use such strategies to divide India from the United States, and the United States' potential to use them to forestall a China–Russia alliance, and closes with a review of key theoretical insights for policy.

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45

Dumela. Strategic Alliance. 1st Books Library, 2004.

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46

Dumela. Strategic Alliance. 1st Books Library, 2004.

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47

Child, John, David Faulkner, Stephen Tallman, and Linda Hsieh. Cooperative Strategy. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198814634.001.0001.

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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. Echoing the words of the famous social psychologist Kurt Lewin that “there is nothing so practical as a good theory,” the authors provide a sound understanding of the theory and research on cooperative strategy so as to inform its practice. In this respect, this new edition follows its predecessor as an essential resource for both students and managers alike.

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48

Strategic Alliance Management. Taylor & Francis Group, 2017.

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49

Tjemkes, Brian, Pepijn Vos, and Koen Burgers. Strategic Alliance Management. Taylor & Francis Group, 2017.

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50

Tjemkes, Brian, Pepijn Vos, and Koen Burgers. Strategic Alliance Management. Taylor & Francis Group, 2012.

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