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Chapter 7 Strategic alliances and networks

Chapter 7 Strategic alliances and networks. Figure 7.1 The tangled web of alliances between car manufacturers Source: FT.com, 4 May 2010. Table 7.1 Assembling the component parts to make an iPhone. Table 7.2 Reasons for entering a strategic alliance

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Chapter 7 Strategic alliances and networks

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  1. Chapter 7Strategic alliances and networks

  2. Figure 7.1The tangled web of alliances between car manufacturers Source:FT.com, 4 May 2010.

  3. Table 7.1Assembling the component parts to make an iPhone

  4. Table 7.2Reasons for entering a strategic alliance Source:D.A. Littler (1993) ‘Roles and rewards of collaboration’, in Tidd, J., Besant, J. and Pault, K. (eds) (2001) Managing Innovation, Wiley, Chichester, p. 51; P.S. Chan and D. Heide (1993) Strategic alliances in technology: key competitive weapon, Advanced Management Journal, Vol. 58, No. 4, 9 –18; A. Harney (2001) Ambitious expansion loses its shine: analysts change their tune about Sony’s dreams and begin to count the costs of the new mobile phone alliance with Ericsson, Financial Times, 2 October; R. Budden (2003) ‘Sony-Ericsson seeks success with new phones’, FT.com, 3 March.

  5. Figure 7.2The process of forming a strategic alliance

  6. Table 7.3Types of trust

  7. Table 7.4Main risks identified in the literature Source:Adapted from Quélin, B. and Duhamel, F. (2003) Bringing together strategic outsourcing and corporate strategy: outsourcing motives and risks, European Management Journal, Vol. 21, No. 5, 647– 61.

  8. Figure 7.3Prisoner’s dilemma

  9. Figure 7.4The repeated game

  10. Table 7.5DVD performance details

  11. Table 7.6Studios supporting HD DVD and Blu-ray

  12. Table 7.7Interlinkages and networks between firms

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