After a decade of
reeningeering and downsizing, many companies are leaner, more
efficient, and acutely focused on their core business. Yet today''s
growth opportunities in global markets and new technologies demand
a wider range of skills. More and more, firms must turn to
alliances-often with their rivals-to meld the right resources for
pursuing new opportunities. However, few managers are accustomed to
working with undefined boundaries between collaboration and
competition, with the need to combine unfamiliar skills, with
networks of interdependent alliances, and with complex value
creation strategies. Nor has their experience with traditional
joint ventures prepared them for this world of intricate alliance
webs. Alliance Advantage aims to help today''s managers and
their companies be more successful in their efforts to create,
guide, and thrive with alliance strategies.
Most conventional wisdom about alliances has focused on the
formal design of bilateral alliances, devoting too little attention
to the strategic underpinnings and too little commitment to
building relationships. With Alliance Advantage, strategy
experts Yves Doz and Gary Hamel convincingly argue that it is the
strength of alliance strategies and the frequently overlooked
internal processes that play the decisive role in shaping eventual
outcomes. In a fundamentally new perspective on the way alliances
are formed and managed, the authors reveal the analysis, processes,
and partner interactions that enable allies to meet their strategic
goals. Drawing on principles of strategy, organizational design,
organizational learning, and collaborative management, this is the
definitive resource for both understanding and leveraging the
powerful advantages of alliances.
Alliance Advantage provides both conceptual and practical
tools for analyzing the design and performance of alliances. Here,
for the first time, is a comprehensive guide that will help
managers build new collaborations and improve existing ones. Each
chapter examines a different aspect of an alliance, from selecting
the right partners to minimizing conflicts to determining further
commitments. Companies such as Xerox, Boeing, Honda, and Corning,
among others, provide examples of successful and unsuccessful
partnerships, painting a vivid picture of the conditions that can
make or break an alliance.
Successful alliances, say Doz and Hamel, require constant
attention. With Alliance Advantage, they offer today''s best
opportunity to study, understand, and increase the effectiveness of
strategic alliances.
關於作者：
Yves L. Doz is the Timken Professor
of Strategy and Management at INSEAD, France. Gary Hamel is the
coauthor, with C.K. Prahalad, of Competing for the Future HBS
Press, an international bestseller with more than 300,000 copies
sold.
目錄：
The New Alliance Game
Discovering Value in Alliances
Conceiving the Alliance for Value Creation
Securing Strategic Compatibility
Managing Learning and Adjustment over Time
Managing the Balance of Power and Dependence
Managing Multiple Alliances
o Building Collaborative Advantage
Assessing a Strategic Alliance 2 63
About the Authors
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