About the Book
Interpartner Dynamics in Strategic Alliances is a volume in the book series Research in Strategic Alliances that will focus on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series will cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances.
Interpartner Dynamics in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 13 chapters in this volume cover a number of significant topics that speak to the critical issues in the interactions between partner firms in strategic alliances. The chapter topics cover both the broader issues, such as relational mechanisms in alliances, role of interpersonal networks, parental control of joint ventures, conflict management, interpartner diversity, and multilevel embeddedness in multilateral alliances, and the more focused problems of alliance competence, roles of third parties, accounting for partner trust, relationship quality in construction alliances, and how natural resources may impact alliance formation. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on interpartner dynamics in strategic alliances.
Table of Contents:
Foreword to the Series, Michael A. Hitt.
About the Series.
Chapter 1. Alliance Competence: From Conceptualization to Implementation, with Implications for the Alliance Manager, Robert Edward Spekman.
Chapter 2. Operating Routines, Cultural Alignment and Relational Mechanisms in Alliances, Poonam Khanna, Dovev Lavie, and Pamela R. Haunschild.
Chapter 3. The Roles of Third Parties in Strategic Alliance Governance, Rosalinde Klein Woolthuis, Bart Nooteboom, Gjalt de Jong, and Dries Faems.
Chapter 4. A Natural-Resource-Based Examination of Strategic Alliance Formation, Anne Norheim-Hansen.
Chapter 5. A Circumplex Approach to Interpartner Dynamics in Strategic Alliances, Olivier Furrer, Brian Tjemkes, Pepijn Vos, Carmen Boymans, and Marit Ubachs.
Chapter 6. Multilevel Embeddedness in Multilateral Alliances: A Conceptual Framework, Sveinn Vidar Gudmundsson, Christian Lechner, and Hans van Kranenburg.
Chapter 7. Interpartner Dynamics in Asymmetric Strategic Alliances: The Role of Interpersonal Networks, Annabelle Jaouen, Olivier Meier, and Audrey Missonier.
Chapter 8. Dynamic Evolution of Equity Joint Venture Relationships: Role of the Parent Companies and Joint Venture Control, Pieter E. Kamminga and Jeltje van der Meer-Kooistra.
Chapter 9. Managing Conflict in International Strategic Alliances, Saleema Kauser.
Chapter 10. Accounting for Partners that are Worth Trusting, Morten Jakobsen.
Chapter 11. Quality of Partner Relations in International Construction Alliances, Beliz Ozorhon and David Arditi.
Chapter 12. Power as a Management Tool for Strategic Alliances: A Study of Russian Agri-Food Business, Vera Belaya and Jon Henrich Hanf.
Chapter 13. Impact of Interpartner Diversity on the Performance of Global Strategic Alliances, Hiroshi Yasuda.
About the Contributors.
Index.
About the Author :
T. K. Das is Professor of Strategic Management and Area Coordinator (Strategic Management and Business & Society) at the Zicklin School of Business, Baruch College, City University of New York, USA. He is concurrently a member of the University’s Doctoral Faculty. Professor Das received his Ph.D. in Organization and Strategic Studies from the Anderson Graduate School of Management, University of California at Los Angeles (UCLA). He also has degrees in Physics, Mathematics, and Management, and a Professional Certification in Banking. Prior to entering the academic life, Professor Das had extensive experience as a senior business executive. He has research interests in strategic alliances, strategy making, organisational studies, temporal studies, and executive development. Professor Das has published several books and monographs, and his research has appeared in over 45 journals of which some of the later ones include Academy of Management Executive, Academy of Management Review, British Journal of Management, Journal of International Management, Journal of Management, Journal of Management Studies, Organization Science, Organization Studies, and Strategic Management Journal. Professor Das currently serves as a Senior Editor of Organization Studies, and is or has been associate editor or editorial board member of about a dozen journals. He is the founding Series Editor of Research in Strategic Alliances (Information Age Publishing).
