{"title":"通过联盟竞争","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006862","DOIUrl":null,"url":null,"abstract":"Reflects on strategic alliances including local/home alliances and global alliances. Suggests there are three factors driving the growth of strategic alliances: globalization; accelerated technical change; and disenchantment with mergers and acquisitions. Uses two Figures for explanation of points and alliances. Concludes research shows that most partnerships achieve the desired objectives — for at least one partner anyway.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"7 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2000-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"Competing through alliances\",\"authors\":\"T. Kippenberger\",\"doi\":\"10.1108/EUM0000000006862\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Reflects on strategic alliances including local/home alliances and global alliances. Suggests there are three factors driving the growth of strategic alliances: globalization; accelerated technical change; and disenchantment with mergers and acquisitions. Uses two Figures for explanation of points and alliances. Concludes research shows that most partnerships achieve the desired objectives — for at least one partner anyway.\",\"PeriodicalId\":178456,\"journal\":{\"name\":\"The Antidote\",\"volume\":\"7 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2000-11-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"The Antidote\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/EUM0000000006862\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"The Antidote","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/EUM0000000006862","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Reflects on strategic alliances including local/home alliances and global alliances. Suggests there are three factors driving the growth of strategic alliances: globalization; accelerated technical change; and disenchantment with mergers and acquisitions. Uses two Figures for explanation of points and alliances. Concludes research shows that most partnerships achieve the desired objectives — for at least one partner anyway.
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