Descripciones mejoradas de Syndetics:

Why do successful companies let down their corporate walls, exposing their organizations and strategies to competitors? The answer, according to Joseph Badaracco is that corporations enter into strategic alliances to capitalize on knowledge: migratory knowledge, often technical in nature, which can be transferred easily between people or organizations in a formula or product, and embedded knowledge, which defines how a particular company organizes itself to do business. In today's business environment companies need to utilize each type of knowledge to sustain their competitive advantage. The challenge for today's manager is to balance the opportunities offered by open boundaries and free flowing information against the need to protect the corporations's unique advantages. Managing strategic alliances effectively will determine corporate success in the years ahead.

Reseñas proporcionadas por Syndetics

CHOICE Review

This important book examines strategic alliances between firms, focusing on the alliances of General Motors and IBM as examples. The author is well qualified to discuss this topic, having taught at the Harvard Business School, which is on the cutting edge of knowledge about alliances. In competition with other countries (not private companies) such as Japan and the European Economic Community, private US companies can survive in many fields by forming strategic alliances. Badaracco asserts that knowledge is accelerating at such a rapid pace that the only way American companies can keep current with the latest research (e.g., in such fields as automobiles and super computers) is by forming alliances. Badaracco provides many helpful ideas on how a company should choose a partner for an alliance and on how to successfully manage such an alliance. This high-quality book is clearly written and contains excellent chapter footnotes. Appropriate for students, graduate and undergraduate, and professionals who are interested in the latest developments in management and international business. -D. W. Huffmire, University of Connecticut