TY  - JOUR
AB  - Co‐operation between two or more firms joined in an alliance is
becoming increasingly important in competitive international business.
It is a means to an end whereby firms gain from each other′s respective
qualities and attributes in aiming towards business success. The degree
of commitment involved in such alliances varies from case to case but,
nevertheless, must be handled properly from the outset to avoid problems
for the parties concerned. The article delineates seven critical
insights for developing and managing strategic alliances and each is
discussed in detail. It is concluded that if these seven factors are
analysed by each organisation at the outset of negotiations to form an
alliance, then the chances of a strategic alliance succeeding are
improved.
VL  - 4
IS  - 1
SN  - 0953-4814
DO  - 10.1108/09534819110001404
UR  - https://doi.org/10.1108/09534819110001404
AU  - Lorange Peter
AU  - Roos Johan
PY  - 1991
Y1  - 1991/01/01
TI  - Analytical Steps in the Formation of Strategic Alliances
T2  - Journal of Organizational Change Management
PB  - MCB UP Ltd
SP  - 60
EP  - 72
Y2  - 2024/04/25
ER  -