Скачать или смотреть Leading Strategy Paper series: Kale and Singh (2009) Managing Strategic Alliances

Dr David Webb continues our Leading Strategy Paper series by discussion the paper by Kale, P. and Singh, H. (2009) "Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here?", Academy of Management Perspectives, 23, 3, 45-61

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If you would like to understand more about Cooperative strategy and Strategic Alliances (including how taking a Dynamic Capabilities view of managing alliances) then David has produced a series of short lecture chunk videos that you can find by through the following links:

10.1. Cooperative Advantage and Alliances (incl. Transaction Costs) -    • 10.1. Cooperative Strategy  -  Cooperative...  
10.2. Managing Strategic Alliances - A Dynamic Capabilities View -    • 10. 2 Cooperative Strategy - Managing Alli...  
10.3. The Network Form -    • 10.3 Cooperative Strategy - The Network Form  

We have over 20 papers in the series including:

Leading Strategy Papers in series 1.
• Christensen, C.M. (2001), "The Past and Future of Competitive Advantage", MIT Sloan Management Review, 42(2), 105-109.
• Porter, M.E. (1996). "What is strategy?", Harvard Business Review, 74(6), 61-78
• Prahalad, C.K. & Hamel, G. (1990). "The core competence of the corporation", Harvard Business Review, 68(3), 79-91
• Kim, W.C., and Mauborgne, R. (2005) “Blue Ocean Strategy: from Theory to Practice”, California Management Review, 47(3) 105-120.
• Porter and Kramer (2006). “Strategy and Society: the link between competitive advantage and corporate social responsibility”, Harvard Business Review, 84(12), 78-92
Papers in series 2, a broader view of strategy, include:
• Campbell, A., Good, M. and Alexander, M. (1995) "Corporate Strategy: The Quest for Parenting Advantage", Harvard Business Review, 73, 2, 120-132
• Montgomery, C. A. (2008) “Putting leadership back into strategy”, Harvard Business Review, 86(1), p54-60
• Kaplan, R.S., Norton, D.P. (1992) “The Balanced Scorecard--Measures That Drive Performance”, Harvard Business Review, 70(1), 71-89
• Christensen, C. M., Raynor, M. and McDonald, R. (2015) Disruptive Innovation?, Harvard Business Review, 93, 12, 45-53
• Smith, J.H. (2003) “The Shareholders vs. Stakeholders Debate”, MIT Sloan Management Review, 44(4), p85-90
Papers in series 3, strategy as process, include:
• Eisenhardt, K. M. (1999) “Strategy as Strategic Decision Making”, MIT Sloan Management Review, 40(3), 65-72
• Sull, D. N. (1999) Why Good Companies Go Bad, Harvard Business Review, 77(4), 42-52
• Katzenbach, J.R. and Smith, D.K. (2005) “The Discipline of Teams”, Harvard Business Review, 83(7/8), 162-171
• Kaplan, S. and Beinhocker, E. D. (2003) “The Real Value of Strategic Planning”, MIT Sloan Management Review, 44(2), 71-76
• Mintzberg, H. and Waters, J.A. (1985) “Of strategies, deliberate and emergent”, Strategic Management Journal, 6(3), 257-272



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