Strategic Alliances Theory and Evidence Oxford Management Readers Series

Strategic alliances challenge conventional theories of the firm. Despite their rapid proliferation and the opportunities they present for firms, they are extremely difficult to manage. This book examines the main perspectives of strategic alliance, takes stock of the evidence, and indicates prospects for a better understanding of this complex phenomenon.

Introduction: Jeffrey Reuer: Strategic Alliance Research: Progress and Prospects, Part. Part 1: Overview of Research on Interfirm Collaboration. 1: F. J. Contractor and P. Lorange: Why Should Firms Cooperate? The Strategy and Economics Basis for Cooperative Ventures, 2: B. Kogut: Joint Ventures: Theoretical and Empirical Perspectives, 3: A. Parkhe: International Joint Ventures, Part. Part 2: Economic Perspectives on Interfirm Collaboration. 4: J.-F. Hennart: A Transaction Cost Theory of Equity Joint Ventures, 5: S. Balakrishnan and M. P. Koza: Information Asymmetry, Adverse Selection, and Joint Ventures, 6: J.-F. Hennart and S. Reddy: The Choice Between Mergers/Acquisitions and Joint Ventures: The Case of Japanese Investors in the United States, 7: J. J. Reuer and M. P. Koza: Asymmetric Information and Joint Venture Performance: Theory and Evidence for Domestic and International Joint Ventures, Part. Part 3: Real Options Perspectives on Interfirm Collaboration. 8: B. Kogut: Joint Ventures and the Option to Expand and Acquire, 9: T. Chi and D. J. McGuire: Collaborative Ventures and Value of Learning: Integrating the Transaction Cost and Strategic Option Perspectives on Foreign Market Entry, 10: J. J. Reuer and M. J. Leiblein: Downside Risk Implications of Multinationality and International Joint Ventures, Part. Part 4: Learning Perspectives on Interfirm Collaboration. 11: G. Hamel: Competition for Competence and Interpartner Learning Within International Strategic Alliances, 12: T. Khanna, R. Gulati, and N. Nohria: The Dynamics of Learning Alliances: Competition, Cooperation, and Relative Scope, 13: H. G. Barkema, O. Shenkar, F. Vermeulen, and J. H. J. Bell: Working Abroad, Working with Others: How Firms Learn to Operate International Joint Ventures, Part. Part 5: Relational Perspectives on Interfirm Collaboration. 14: J. H. Dyer and H. Singh: The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage, 15: R. Gulati: Alliances and Networks, 16: G. Walker, B. Kogut, and W. Shan: Social Capital, Structural Holes, and the Formation of an Industry Network

Jeffrey J. Reuer is an Assistant Professor of Strategy and Management at the Fisher College of Business at Ohio State University and is on leave from INSEAD, the European Institute of Business Administration in Fontainebleau, France. He received his Ph.D. in Strategic Management from Purdue University. He serves on the editorial and advisory boards of the Strategic Management Journal and the European Management Journal.