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Using alliances to destabilize market values

The Antidote

ISSN: 1363-8483

Article publication date: 1 July 1997

Abstract

Warns that managers who base strategic alliances on the popular marriage metaphor are mistaken — especially in fast‐moving markets. Bases research on consulting work in partnership alliances for British Aerospace, Moog Controls International and General Motors (Europe), in addition to research at Cranfield University (UK) to the relationship between product innovation and process efficiency. Argues that a successful alternative to competition is co‐operation not conflict, concluding it is only in the form of a one‐night stand that strategic alliances in fast‐moving markets can succeed.

Keywords

Citation

Kippenberger, T. (1997), "Using alliances to destabilize market values", The Antidote, Vol. 2 No. 4, pp. 24-25. https://doi.org/10.1108/EUM0000000006348

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited