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Informationen zum Autor Robert J. Mockler is Joseph F. Adams Professor of Management and Director of the Strategic Management Research Group at St. John's University, New York. He is a graduate of Harvard and received his PhD from Columbia University. He has consulted and taught throughout the world in a wide range of management areas, including strategic management and business policy, management decision making, and knowledge-based systems for management decisions. He has also published extensively in the management field, with recent focus on international management and strategic alliances. Klappentext Strategic alliances are one of the most significant tools used today in business, especially by multinational firms. It is seen by business managers as the way to grow their organizations, especially when faced by downsizing and cutbacks. Such alliances have certainly been around for a long time, and surveys show that today the majority of large organizations use them. Almost all multinational firms have considered them. However, what has changed in today's working climate is their breadth and frequency of use, and their complexity. This highlights the need for a comprehensive guide such as this. Indeed, research shows that over 70% of strategic alliances fail to deliver the results that were intended from the outset. What makes this book so useful is that it covers a broader range of alliances and has more current case studies than other books currently available. In addition, this comprehensive introduction to the subject provides a base of practical 'how-to-do-it' material and specific decision models covering determining strategic fit, negotiating strategic alliances and selecting compatible partners, formulating type and structure of alliances in light of operational fit, and making strategic alliances work. The book also explores other options instead of alliances such as wholly-owned multinational expansion and exporting, and has major sections on understanding and managing cross-cultural diversity, communications and leadership. Case studies include General Motors in China, British Airways and American Airlines, Airbus Industrie, a celluar phone venture in Tashkent, British Petroleum/Mobil in Europe, and Puyi-Briggs and Straton Engine Corporation in China. The systematic processes, contingency frameworks, best practices guidelines and situation analysis checklists given in this book make it an indispensable guide for managers and senior managers no matter what the size of their enterprise, especially those involved in international marketing, planning and management. It is also relevant to consultants and MBA and post-graduate students interested in the development, management and other strategic issues involved in multinational strategic alliances. Previous volumes in the Wiley Series in Practical Strategy are: Segev: Business Unit Strategy 0-471-97164-2 Hedberg et al: Virtual Organizations and Beyond 0-471-97493-5 McNamee: Strategic Market Planning 0-471-97932-5 Hussey and Jenster: Competitor Intelligence 0-471-98407-8 The aim of this series is to provide managers with books on strategy, strategic management and strategic change, which are helpful, practical, and provide guidance for the application of sound concepts in real situations. Zusammenfassung Multinational strategic alliances are one of the most significant tools used today in business, especially in multinational firms. Although such alliances have been around for a long time, they are particularly important in todaya s business world, and their breadth of use and complexity highlights the need for a comprehensive guide such as this. Inhaltsverzeichnis Introduction: Strategic Alliances and Multinational Management. Strategic Management Fit: The Enabling Role of Alliances for an Individual Firm. Negotiating and Partner S...
Table des matières
Introduction: Strategic Alliances and Multinational Management.
Strategic Management Fit: The Enabling Role of Alliances for an Individual Firm.
Negotiating and Partner Selecting.
Determining Type and Structure of Strategic Alliances: Operational Fit.
Making Multinational Strategic Alliances Work: Management Staffing, Organizing and Leading.
Making Multinational Strategic Alliances Work: Management, Development and Training, Control and Termination.
Conclusion: Guidelines for Developing and Managing Multinational Strategic Alliances.
Appendices.
Indexes.
