...T Kippenberger Reflects on strategic alliances including local/home alliances and global alliances. Suggests there are three factors driving the growth of strategic alliances: globalization; accelerated technical change; and disenchantment with mergers and acquisitions. Uses two Figures...

...T Kippenberger Discusses results from a recent CISIBIS workshop where senior managers exchanged views and experiences. Feels that though joint ventures and alliances are not new arrangements the sheer numbers being formed and the frequency with which this is happening is new. Looks at: people...

...T Kippenberger Posits that there are four basic motives for forming strategic alliances: first, whether the business is a core or peripheral part of the parent organization's activities; second, whether the parent is a leader or follower in this particular business area — these are the two...

... Alliances Relationship marketing Industry ...

...T Kippenberger Sets out to show that although strategic alliances do represent challenges for managers, they are a useful vehicle for international strategy. Finds that the average life span of a cross‐border alliance is about seven years but only about half of them are successful and, moreover, 66...

...T Kippenberger Describes an overview of a substantial body of theory, whose importance lies in the concept, not the detail. States one of the bugbears of joint ventures is the worry that a partner may have a hidden agenda. Posits many alliances are formed to gain access to specific assets...

...T Kippenberger Suggests that multi‐partner strategic alliances can give rise to intense competition, create new forms of rivalry within industries and also change industry structures. Comments on research with 140 managers in 40 companies over 5 years, from which 10 case studies were developed...

...T Kippenberger 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...

...T Kippenberger Looks at business alliances and how the headline makers are already big players, e.g. General Electric and Pratt & Whitney — combining to fight Rolls‐Royce; Mobil and BP in Europe, and so it goes on — inside and outside industry boundaries and round the world. Proposes that many...

... in arresting their progress. Highlights (in a panel) Honda's alliance with Rover — a case of a high‐profile Japanese company linking with a top British one — as evidence of locomotive or juggernaut theories. Concludes that though both Eastern and Western partners have suffered failure in collaborative ventures...