Non-Cooperation: The Dark Side of Strategic Alliances

Cover......Page 1
Contents......Page 8
List of Tables......Page 10
List of Figures......Page 11
List of Abbreviations......Page 12
Acknowledgements......Page 14
Foreword......Page 16
1 The Dark Side of Strategic Alliances......Page 20
What is a strategic alliance?......Page 22
Alliances: the double-edged sword......Page 25
Organization of the book......Page 27
2 The Challenge of Non-Cooperation......Page 30
Assumptions......Page 31
Cooperation and non-cooperation......Page 35
Influences on the firm’s attitude toward alliance......Page 40
Summary......Page 48
3 Power and Interdependence: the Firm’s Ability to Act......Page 50
Defining power and interdependence......Page 52
Measuring power and interdependence......Page 58
Applying power and interdependence......Page 66
4 Microsoft: Power and the Limits of Power......Page 68
Why Microsoft?......Page 69
Influences on the firm’s attitude......Page 71
Power and interdependence......Page 73
Microsoft in the PC market: exercising power......Page 75
Microsoft and technology convergence: the limits of power......Page 93
Conclusions......Page 103
Technologies and markets......Page 105
Ballard Power Systems......Page 112
Power and interdependence......Page 120
Constructing interdependence......Page 133
Conclusions......Page 136
6 Global Airline Alliances: Constructing Interdependence......Page 138
Industry environment......Page 139
Influences on the firm’s attitude......Page 145
Behaviours......Page 148
Power and interdependence......Page 150
Historical alliances: Swissair......Page 154
Modern era of global alliances......Page 160
Conclusions......Page 175
7 Putting the Firm Back Into Alliance......Page 177
Lessons learned......Page 178
Managerial implications......Page 186
Going forward......Page 187
Notes......Page 190
Bibliography......Page 200
Index......Page 227