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The alliance revolution : the new shape of business rivalry

The alliance revolution : the new shape of business rivalry,B. Gomes-casseres

The alliance revolution : the new shape of business rivalry   (Citations: 160)
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Published in 1996.
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    • ...The tensions between autonomy and allying lead some authors to discuss the “ambiguity and complexity inherent in collaborative structures” (Huxham & Vangen, 2000, p. 777; see also Gomes-Casseres, 1996)...
    • ...Why do businesses and NPOs collaborate on social causes? The literature suggests that, in general, collaboration can offer new ways for organizations to acquire expertise and access to other needed resources (Faulkner & de Rond, 2000; Gomes-Casseres, 1996; Trist, 1983), cope with increased turbulence in their environments (Emery & Trist, 1965; Gray, 1985), anticipate potential problems, or learn how to transform themselves for an ...
    • ...Neither competition nor conflict are inherently dysfunctional (see Gomes-Casseres, 1996) and can be expected in mixed-motive systems such as CBPs...
    • ...For partnerships, this means that one organization would act symbiotically with or competitively against another (Abrahamson & Fombrun, 1994; Gomes-Casseres, 1996)...
    • ...Perspectives based on a priori differences can downplay important issues affecting the success of CBPs and other interorganizational collaborations that lie between the partners, not within either partner (see Gomes-Casseres, 1996)...
    • ...Gomes-Casseres (1996) also intimated that cultural separation could be a mechanism for harboring, protecting, or deploying the distinctive capabilities of each partner in a joint venture...
    • ...However, in CBPs, instability may reflect a shifting power balance that can improve performance of the partnership (Gomes-Casseres, 1996)...

    Barbara Parkeret al. Interface Dynamics in Cause-Based Partnerships: An Exploration of Emer...

    • ...The networking motive is involved with seeking out opportunities to collaborate for value-adding purposes, as opposed to the cost-sharing rationale (Gomes-Casseres, 1996...

    Alan B. Eisneret al. Formation conditions, innovation, and learning in R&D consortia

    • ...In defining what clusters are and how they work, it is clear that they are characterized by relationships among organizations and people and tacit, associative and trust components are more meaningful than physical or infrastructure components (Saxenian, 1994; Gomes-Casseres, 1996; Burt, 2005; Miles et al...

    Tomas Gabriel Baset al. National Systems of Innovations and Natural Resources Clusters: Eviden...

    • ...We noted above that, as in the private sector (see, for example, Gomes-Casseres, 1996; Jansen & Knoben, 2007), organisational forms within the non-profit sector have been changing through mergers, alliances and group structures (Chartered Institute of Housing and Tribal HCH, 2005)...

    David Mullinset al. The Impact of Direct Public Funding for Private Developers on Non-Prof...

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