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Full Description
The strategic importance of interfirm partnerships, their growing complexity, volume and frequently international nature has amplified the relevance of their study to ensure future leaders have the skills required to manage them. This book describes the strategic relevance of partnering, which frequently forms the basis for a firm's competitive advantage.
The various theories and models which describe the behaviour and operational management of partnerships, from the concepts of trust and commitment, through to contract management, are explained. The different forms including strategic alliances, supply chain networks, and other newer forms of collaboration such as co-innovation are described and explored. Illustrative case examples drawn from a wide range of contexts, industries and multiple geographies, show students how the theory translates to practice. Chapter outcomes, summaries, assignments and in-class activities will engage and help aid understanding.
Providing a comprehensive and structured approach to how interfirm collaboration can be effectively managed for strategic advantage, this text should be recommended and core reading for advanced undergraduate, postgraduate and executive students of Strategic Management, Managing Partnerships and Alliances, Leadership, Operations and Supply Chain Management. Online resources include chapter-by-chapter PowerPoint slides.
Contents
Section One: Strategic Relevance and Importance 1. Introducing Partnering and Collaboration 2. Strategic Relevance 3. Forms, Flows and Roles Section Two: Theoretical Perspective and Models 4. Theoretical Perspectives on Collaboration 5. Drivers of Collaboration - Part One: Structural Drivers 6. Drivers of Collaboration - Part Two: Behavioural Drivers Section Three: Types and Forms of Partnering 7. Strategic Alliances 8. Marketing Channels 9. Supply Chain Alliances and Partnerships
