HBR on Strategic Alliances（哈佛商业评论―战略联盟）（英文原版）

Occupying the broad middle ground between cutthroat competition and outright merger, a strategic alliance can be almost any collaborative arrangement by which companies share capital, technology, distribution networks, manufacturing facilities or a host of other resources. It's a vast and somewhat amorphous topic, but this wide-ranging collection of papers from the Harvard Business Review gives a coherent and useful introduction. The writers, academics and business executives, provide both conceptual clarity and practical insight into a variety of collaborative arrangements. Gary Hamel, Yves L. Doz and C.K. Prahalad explore the tension inherent in strategic alliances, with partners who are often competitors in the same industry trying to learn each other's secrets without revealing too many of their own. Ashish Nanda and Peter J.Williamson show how joint ventures can refurbish a troubled business unit and prepare it for a lucrative sale. Carlos Ghosn recounts the turnaround of ailing car maker Nissan thanks to a partnership with Renault. Henry W. Chesbrough and David J. Teece use IBM's introduction of the PC as a case study in the promise and pitfalls of the "virtual corporation" that outsources virtually everything to collaborators. A few papers, like Rosabeth Moss Kanter's facile comparison of strategic alliances to romantic alliances, are unhelpful. But for the most part, these readable essays manage to combine rigorous theory with down-to-earth detail. Business executives trying to get a handle on this bewildering subject will find this book a good place to start.
本书中的文章将理论与实际相集合，给读者在兼并与收购方面提供详细具体的操作方案。

Book Description
This is a first-time collection of the old classics and best new thinking on how to build and manage strategic business relationships. It features these selling points. It features all-star names in marketing, including Rosabeth Moss Kanter, Gary Hamel, and Kenichi Ohmae. It provides a broad and diverse look at strategic alliances including: why and how they provide strategic advantage, the counterintuitive logic behind allying with your competitors, and how to effectively build and maintain cross-border.

From Publishers Weekly
Occupying the broad middle ground between cutthroat competition and outright merger, a strategic alliance can be almost any collaborative arrangement by which companies share capital, technology, distribution networks, manufacturing facilities or a host of other resources. It's a vast and somewhat amorphous topic, but this wide-ranging collection of papers from the Harvard Business Review gives a coherent and useful introduction. The writers, academics and business executives, provide both conceptual clarity and practical insight into a variety of collaborative arrangements. Gary Hamel, Yves L. Doz and C.K. Prahalad explore the tension inherent in strategic alliances, with partners who are often competitors in the same industry trying to learn each other's secrets without revealing too many of their own. Ashish Nanda and Peter J.Williamson show how joint ventures can refurbish a troubled business unit and prepare it for a lucrative sale. Carlos Ghosn recounts the turnaround of ailing car maker Nissan thanks to a partnership with Renault. Henry W. Chesbrough and David J. Teece use IBM's introduction of the PC as a case study in the promise and pitfalls of the "virtual corporation" that outsources virtually everything to collaborators. A few papers, like Rosabeth Moss Kanter's facile comparison of strategic alliances to romantic alliances, are unhelpful. But for the most part, these readable essays manage to combine rigorous theory with down-to-earth detail. Business executives trying to get a handle on this bewildering subject will find this book a good place to start.

About HBR
Harvard Business Review is a general management magazine published since 1922 by Harvard Business School Publishing, owned by the Harvard Business School. A monthly research-based magazine written for business practitioners, it claims a high ranking business readership and enjoys the reverence of academics, executives, and management consultants. It has been the frequent publishing home for well known scholars and management thinkers, among them Clayton M. Christensen, Peter F. Drucker, Michael E. Porter, Rosabeth Moss Kanter, Gary Hamel, C.K. Prahalad, Robert S. Kaplan, and others. Management and business concepts and terms such as "Balanced scorecard," "Core competence," "Strategic intent," "Reengineering," "Globalization," "Marketing myopia," and "Glass ceiling" were first given prominence in HBR's pages. Its worldwide English-language circulation is 240,000, and there are 11 licensed editions of the magazine, including two Chinese-language editions, a German edition, and an English-language South Asia edition. The magazine is editorially independent of Harvard Business School. It is not peer reviewed.

Book Dimension
length: (cm)20.8 　　　 　　　　　 　　　　　 width:(cm)14.2

Collaborate with your competitors-and win
GARY HAMEL,YVES L.DOZ,AND C.K.PRAHALAD
Is your stratetic alliance really a sale?
JOEL BLEEKE AND DAVID ERNST
Uwe joint ventures to ease the pain of restructuring
ASHISH NANDA AND PETER J.WILLIAMSON
Group versus group:
HOW ALLIANCE NETWORKS COMPETE
BENJAMIN GOMES-CASSERES
Collaborative advantage:
THE ART OF ALLIANCES
ROSABETH MOSS KANTER
Saving the business without losing the company
CARLOS GHOSN
When is virtual virtuous?organizing for innovation
HENRY W.CHESBROUGH AND DAVID J.TEECE
The way to win in cross-border alliances
JOEL BLEEKE AND DAVID ERNST
About the contributors
Index