Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0005
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 5 reviews the traditional forms of strategic alliance and network. It shows that there are many different types, ranging from supplier contracts to equity joint ventures, and all have different levels of interaction and independence. Networks are another well-established form of cooperation; these can embrace several, sometimes many, firms and other partners. This chapter discusses dominated, equal partner, and coordinated networks. This chapter also describes a variety of taxonomies proposed for classifying alliances. It notes that Yoshino and Rangan (1995) and Dussauge and Garrette (1999) have perhaps the most attractive typologies of alliance forms among the many on offer. Yoshino and Rangan categorize alliances into non-traditional contracts, equity alliances, and joint ventures. Dussauge and Garrette identify international expansion joint ventures, vertical partnerships, diversification alliances, complementary alliances, shared supply alliances, and quasi-concentration alliances. The chapter concludes with some suggestions as to which forms may be most appropriate for which situations.
{"title":"Types of cooperation and networks","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0005","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0005","url":null,"abstract":"Chapter 5 reviews the traditional forms of strategic alliance and network. It shows that there are many different types, ranging from supplier contracts to equity joint ventures, and all have different levels of interaction and independence. Networks are another well-established form of cooperation; these can embrace several, sometimes many, firms and other partners. This chapter discusses dominated, equal partner, and coordinated networks. This chapter also describes a variety of taxonomies proposed for classifying alliances. It notes that Yoshino and Rangan (1995) and Dussauge and Garrette (1999) have perhaps the most attractive typologies of alliance forms among the many on offer. Yoshino and Rangan categorize alliances into non-traditional contracts, equity alliances, and joint ventures. Dussauge and Garrette identify international expansion joint ventures, vertical partnerships, diversification alliances, complementary alliances, shared supply alliances, and quasi-concentration alliances. The chapter concludes with some suggestions as to which forms may be most appropriate for which situations.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116600978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/oso/9780198814634.003.0009
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 9 considers the critical issue of what sort of company would make a good partner. It notes that most companies assess their prospective partners in terms of the complementarity of their assets and skills and the possible synergies that arise as a result of them. Fewer, however, devote sufficient attention to the cultural compatibility between the partners. Yet this factor is often responsible for the breakdown of alliances. The culture web (symbols, power structures, organization structure, controls, rituals and routines, and stories) depicted by Johnson et al. (2017) and the cultural profile (employee orientation, environmental orientation, international orientation, customer orientation, technology orientation, innovation orientation, cost orientation, and quality orientation) proposed by Bronder and Pritzl (1992) are both useful tools for assessing the presence of cultural difference between prospective alliance partners and hence the likelihood of culturally-related problems arising.
{"title":"Partner selection","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/oso/9780198814634.003.0009","DOIUrl":"https://doi.org/10.1093/oso/9780198814634.003.0009","url":null,"abstract":"Chapter 9 considers the critical issue of what sort of company would make a good partner. It notes that most companies assess their prospective partners in terms of the complementarity of their assets and skills and the possible synergies that arise as a result of them. Fewer, however, devote sufficient attention to the cultural compatibility between the partners. Yet this factor is often responsible for the breakdown of alliances. The culture web (symbols, power structures, organization structure, controls, rituals and routines, and stories) depicted by Johnson et al. (2017) and the cultural profile (employee orientation, environmental orientation, international orientation, customer orientation, technology orientation, innovation orientation, cost orientation, and quality orientation) proposed by Bronder and Pritzl (1992) are both useful tools for assessing the presence of cultural difference between prospective alliance partners and hence the likelihood of culturally-related problems arising.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128374350","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0012
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 12 focuses on the joint venture (JV) general manager, but also considers the management of collaborations and networks. The success of JVs relies on their general managers taking an active part in handling relations between partners, in addition to managing other external relations and those within the internal organization of the venture unit. Their management of these relationships is therefore of critical importance. The role can be stressful because the presence of two or more partners or parent companies in strategic alliances of any kind can lead to conflict and ambiguity in what is expected of their managers. Non-JV alliances, such as two-party collaborations and multi-party networks, also have their own managerial requirements. The chapter closes by considering the qualities that alliance managers need in the light of the tasks and circumstances they face.
{"title":"The general management of alliances","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0012","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0012","url":null,"abstract":"Chapter 12 focuses on the joint venture (JV) general manager, but also considers the management of collaborations and networks. The success of JVs relies on their general managers taking an active part in handling relations between partners, in addition to managing other external relations and those within the internal organization of the venture unit. Their management of these relationships is therefore of critical importance. The role can be stressful because the presence of two or more partners or parent companies in strategic alliances of any kind can lead to conflict and ambiguity in what is expected of their managers. Non-JV alliances, such as two-party collaborations and multi-party networks, also have their own managerial requirements. The chapter closes by considering the qualities that alliance managers need in the light of the tasks and circumstances they face.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116632748","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0007
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 7 addresses the use of cooperative strategies and organizations in the development of global value-adding chains and networks. These global networks comprise not only component manufacture, but also final assembly, marketing, distribution, and even knowledge-based activities such as research and development. These activities are located in many countries and regions, both industrialized and emerging. The chapter notes that transaction cost and resource-based theories and their derivative transaction value perspective offer theoretical support for why cooperative ventures are common in the “outsourcing” that is typical of global production networks. Network concepts help to explain the structuring of global production networks and of the individual transactions that comprise these networks. The chapter also discusses the work of Gereffi and others on global value chains which is particularly informative about cooperative governance types. Modular production models provide a mechanism to structure decentralized networks.
{"title":"Global production networks and cooperation","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0007","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0007","url":null,"abstract":"Chapter 7 addresses the use of cooperative strategies and organizations in the development of global value-adding chains and networks. These global networks comprise not only component manufacture, but also final assembly, marketing, distribution, and even knowledge-based activities such as research and development. These activities are located in many countries and regions, both industrialized and emerging. The chapter notes that transaction cost and resource-based theories and their derivative transaction value perspective offer theoretical support for why cooperative ventures are common in the “outsourcing” that is typical of global production networks. Network concepts help to explain the structuring of global production networks and of the individual transactions that comprise these networks. The chapter also discusses the work of Gereffi and others on global value chains which is particularly informative about cooperative governance types. Modular production models provide a mechanism to structure decentralized networks.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"155 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128333231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0025
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
In concluding the book, Chapter 25 argues that cooperation is becoming the preferred strategy for business and public organizations to adopt in the new economy. It is taking on new forms that are adapted to changing market expectations and new technological possibilities in the rapidly evolving business environment. New technologies such as ICT and blockchain are reducing the potential for and value of partner opportunism, making cooperation more efficient and less costly while enabling managers to pinpoint potential partners for ever more focused purposes. Cooperative strategy offers a viable solution for pooling together the required resources to seize the opportunities offered by Industry 4.0, which is driven by AI, the Internet of Things, and Big Data. Looking ahead, the personalization of technologies envisaged in Industry 5.0 will require an increasing number of collaborations between organizations from different sectors, both firms and social/public bodies.
{"title":"Closing reflections: the future is cooperation","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0025","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0025","url":null,"abstract":"In concluding the book, Chapter 25 argues that cooperation is becoming the preferred strategy for business and public organizations to adopt in the new economy. It is taking on new forms that are adapted to changing market expectations and new technological possibilities in the rapidly evolving business environment. New technologies such as ICT and blockchain are reducing the potential for and value of partner opportunism, making cooperation more efficient and less costly while enabling managers to pinpoint potential partners for ever more focused purposes. Cooperative strategy offers a viable solution for pooling together the required resources to seize the opportunities offered by Industry 4.0, which is driven by AI, the Internet of Things, and Big Data. Looking ahead, the personalization of technologies envisaged in Industry 5.0 will require an increasing number of collaborations between organizations from different sectors, both firms and social/public bodies.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125787609","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0023
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 23 examines performance in cooperative ventures, a complex issue. The question of performance must be addressed from at least three perspectives; those of the two or more parents and the cooperative entity. Because cooperative ventures are either contractual arrangements between various operational units in the parents or are independent organizations with their equity closely held by the parents, classic measures of firm performance often are not reported publicly and may not even be collected systematically by the parents. The performance of an alliance as a functioning entity may not equate to its performance for its partner or parent companies. For example, it may be subject to a variety of payments such as franchising fees and royalties that benefit one or the other parent, hurt the financial performance of the alliance, but benefit the system as a whole.
{"title":"Performance criteria and drivers in cooperative ventures","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0023","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0023","url":null,"abstract":"Chapter 23 examines performance in cooperative ventures, a complex issue. The question of performance must be addressed from at least three perspectives; those of the two or more parents and the cooperative entity. Because cooperative ventures are either contractual arrangements between various operational units in the parents or are independent organizations with their equity closely held by the parents, classic measures of firm performance often are not reported publicly and may not even be collected systematically by the parents. The performance of an alliance as a functioning entity may not equate to its performance for its partner or parent companies. For example, it may be subject to a variety of payments such as franchising fees and royalties that benefit one or the other parent, hurt the financial performance of the alliance, but benefit the system as a whole.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127897296","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/oso/9780198814634.003.0013
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 13 addresses human resource management and the potential contribution that an appropriate HRM policy can make to alliance success. The chapter outlines key HRM activities and indicates how these are required at different stages of an alliance’s development. It then examines the contribution of HRM to key alliance needs including the selection of personnel, the development of a common culture (including building trust), control, and learning. Its last section considers broader policy issues concerning the approach to HRM in alliances, namely its strategic role and the question of whether a leading alliance partner should standardize its HR practices across different alliances and affiliates. The sensitivity of HRM practices to cultural and institutional norms is noted.
{"title":"Human resource management","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/oso/9780198814634.003.0013","DOIUrl":"https://doi.org/10.1093/oso/9780198814634.003.0013","url":null,"abstract":"Chapter 13 addresses human resource management and the potential contribution that an appropriate HRM policy can make to alliance success. The chapter outlines key HRM activities and indicates how these are required at different stages of an alliance’s development. It then examines the contribution of HRM to key alliance needs including the selection of personnel, the development of a common culture (including building trust), control, and learning. Its last section considers broader policy issues concerning the approach to HRM in alliances, namely its strategic role and the question of whether a leading alliance partner should standardize its HR practices across different alliances and affiliates. The sensitivity of HRM practices to cultural and institutional norms is noted.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"35 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113979070","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0021
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 21 examines ways in which the national context of alliances is relevant to cooperative strategies. It focuses on two salient contextual features. One is national culture. The other is the institutional environment, which particularly refers to governments and interest groups such as NGOs. National context is consequential for alliances in several ways. The context from which international alliance partners originate encourages each of them to internalize a particular set of norms and practices. So, if there is a substantial difference (“distance”) between those contexts, misunderstanding and friction can readily arise between the partners. Additionally, it may be problematic for an alliance partner to build sympathetic and constructive relationships with governmental bodies and interest groups in the host country location of the alliance unit (such as a joint venture), if that location is culturally and institutionally distant from the partner’s domestic environment. The chapter considers “distance” arising from country differences and how it can be highly consequential for the management and ultimate viability of an international strategic alliance.
{"title":"The international context of cooperation: culture and institutions","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0021","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0021","url":null,"abstract":"Chapter 21 examines ways in which the national context of alliances is relevant to cooperative strategies. It focuses on two salient contextual features. One is national culture. The other is the institutional environment, which particularly refers to governments and interest groups such as NGOs. National context is consequential for alliances in several ways. The context from which international alliance partners originate encourages each of them to internalize a particular set of norms and practices. So, if there is a substantial difference (“distance”) between those contexts, misunderstanding and friction can readily arise between the partners. Additionally, it may be problematic for an alliance partner to build sympathetic and constructive relationships with governmental bodies and interest groups in the host country location of the alliance unit (such as a joint venture), if that location is culturally and institutionally distant from the partner’s domestic environment. The chapter considers “distance” arising from country differences and how it can be highly consequential for the management and ultimate viability of an international strategic alliance.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133640091","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.1093/OSO/9780198814634.003.0006
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
Chapter 6 analyzes a new form of economy, enabled by ICTs, digital platforms, and smart devices to connect transactors (sharers or buyers and sellers) who may not have been able to cooperate otherwise. It provides an overview of the phenomenon of “the platform revolution” (from classic value chain logic to platform business logic). It goes on to explain different types of platform (innovation platform, transaction platform, integration platform), the principles of platform business (network effects, the distribution power law, asymmetric growth and competition) and the tacit cooperative strategies of suppliers, platform providers, and customers. Cooperation is tacit—providers do not interact and customers do not interact, except through ratings. The platform system is set up to maintain this condition. The chapter concludes with an overview of platform governance.
{"title":"Cooperative strategies in the platform economy","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.1093/OSO/9780198814634.003.0006","DOIUrl":"https://doi.org/10.1093/OSO/9780198814634.003.0006","url":null,"abstract":"Chapter 6 analyzes a new form of economy, enabled by ICTs, digital platforms, and smart devices to connect transactors (sharers or buyers and sellers) who may not have been able to cooperate otherwise. It provides an overview of the phenomenon of “the platform revolution” (from classic value chain logic to platform business logic). It goes on to explain different types of platform (innovation platform, transaction platform, integration platform), the principles of platform business (network effects, the distribution power law, asymmetric growth and competition) and the tacit cooperative strategies of suppliers, platform providers, and customers. Cooperation is tacit—providers do not interact and customers do not interact, except through ratings. The platform system is set up to maintain this condition. The chapter concludes with an overview of platform governance.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123982165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-25DOI: 10.4135/9781604265767.n473
J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
After an introduction to the oil and gas industry and its structure, Chapter 15 notes how economic pressures have motivated the formation of alliances. It then identifies different types of alliance in the sector, the motives for forming them, and the benefits that are expected to result. Oil and gas alliances involve nationally strategic and environmentally sensitive assets, and this chapter illustrates the political pressures which they can experience as a result. While there is legitimate concern in host countries about the exploitation of national assets by international oil companies, such companies may also face pressures that stem from political opportunism and corruption. The chapter closes by noting how forming alliances with IT providers to speed up digital applications has become an essential strategy for many oil and gas companies.
{"title":"Oil and gas","authors":"J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh","doi":"10.4135/9781604265767.n473","DOIUrl":"https://doi.org/10.4135/9781604265767.n473","url":null,"abstract":"After an introduction to the oil and gas industry and its structure, Chapter 15 notes how economic pressures have motivated the formation of alliances. It then identifies different types of alliance in the sector, the motives for forming them, and the benefits that are expected to result. Oil and gas alliances involve nationally strategic and environmentally sensitive assets, and this chapter illustrates the political pressures which they can experience as a result. While there is legitimate concern in host countries about the exploitation of national assets by international oil companies, such companies may also face pressures that stem from political opportunism and corruption. The chapter closes by noting how forming alliances with IT providers to speed up digital applications has become an essential strategy for many oil and gas companies.","PeriodicalId":319278,"journal":{"name":"Cooperative Strategy","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115451021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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