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Transaction costs — explaining the shape you're in

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 6-7

of the bugbears of joint ventures is the worry that a partner may have a hidden agenda. Posits many alliances are formed …

Persistent link: https://www.econbiz.de/10015017942

Collaborating to compete: cross‐border alliances

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 17-20

Sets out to show that although strategic alliances do represent challenges for managers, they are a useful vehicle for … are successful and, moreover, 66% of alliances run into serious managerial or financial problems within the first two …) espousing that managers need to monitor evolving alliances to safeguard their own long‐term strategic interests. …

Persistent link: https://www.econbiz.de/10015017944

Locomotives or juggernauts? — partnerships with the Japanese

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 21-23

Regards East Asian dynamism as a world ‘locomotive’ to which the West should link its enterprise — even though there may be some suspicion involved. Fears an army of ‘juggernauts’ from the Pacific Rim will destroy Western companies and economies unless governments involved themselves...

Persistent link: https://www.econbiz.de/10015017945

Using alliances to destabilize market values

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 24-25

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 … only in the form of a one‐night stand that strategic alliances in fast‐moving markets can succeed. …

Persistent link: https://www.econbiz.de/10015017946

Blooming alliances

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 4-5

Looks at business alliances and how the headline makers are already big players, e.g. General Electric and Pratt … and round the world. Proposes that many of today's alliances are formed for the same reason — needing to reach … as possible. Concludes that alliances can be both a cure and a curse but it will be difficult for individual companies or …

Persistent link: https://www.econbiz.de/10015018020

The art of alliances: the ability to create and sustain relationships is now a key corporate resource

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 11-13

Uses Rosabeth Moss Kanter's 15 principles and 8 I's (initial letters of the successful word areas) to argue consistently that inter‐company relationships cannot be run on purely rational lines and must come from not just excellent performance but also from strong relationships. States Kanter's...

Persistent link: https://www.econbiz.de/10015018021

Strategic alliances: the offspring of their parents

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 14-16

Posits that there are four basic motives for forming strategic alliances: first, whether the business is a core or … and emphasis. Concludes that, since alliances are an expression of their parent's strategies, it is the parental …

Persistent link: https://www.econbiz.de/10015018022

When polygamy is better than monogamy (strategic alliances)

Kippenberger, T - In: The Antidote 2 (1997) 4, pp. 26-29

Suggests that multi‐partner strategic alliances can give rise to intense competition, create new forms of rivalry …

Persistent link: https://www.econbiz.de/10015018023

A pragmatic view of joint ventures and alliances

Kippenberger, T - In: The Antidote 2 (1997) 6, pp. 37-38

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; forms of alliances and joint ventures; aspirations and objectives; learning … ventures and alliances are never getting off the ground, and if 30% of those that do are failing within two years, what lessons …

Persistent link: https://www.econbiz.de/10015018040

Competing through alliances

Kippenberger, T - In: The Antidote 5 (2000) 6, pp. 9-11

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 for explanation of points and alliances. Concludes research shows that most partnerships achieve the …

Persistent link: https://www.econbiz.de/10015018262