This book reviews the state of current thinking in the field of cooperative strategy, identifying some of the key issues being addressed by theorists and practitioners alike. Many books on the topic confine themselves to one theoretical approach, whether it be transaction cost economics, resource
dependence theory, game theory, or the positioning school. In contrast, this book approaches the design, management, and dynamics of alliances from multiple viewpoints, thus seeking to provide the reader with a comprehensive and stimulating treatment.
The first chapter attempts a review
of the current state of theory on the rationale for cooperative strategy. It emphasizes the breadth and diversity of theories-economic, strategic, psychological, and sociological-that have been used to explain and inform the phenomenon of cooperation in otherwise competitive business
environments.
Contributors to the book include Peter J. Buckley, Stephen Tallman, Alan Rugman, Ray Loveridge, Barbara Gray, Mitchell P. Koza, Andrew C. Inkpen, P. Christopher Earley, John Child, Ranjay Gulati, and Ed Zajac. A foreword is provided by Yves L. Doz. In all, the book presents
a rich and wide variety of contributions from some of the best minds in the field.
Part One: Perspectives on Cooperative Strategy
1. David O. Faulkner and Mark de Rond: Perspectives on Cooperative Strategy
2. Keith W. Glaister, Rumy Husan, and Peter J. Buckley: Characteristics of UK International Joint Ventures with Triad and Non-Triad Partners
Part Two:
The Rationale for Cooperation
3. Alan Rugman and Joseph D'Cruz: The Theory of the Flagship Firm
4. Anoop Madhok: Transaction (In)Efficiency, Value (In)Efficiency, and Inter-firm Collaboration
5. Stephen Tallman: Forming and Managing Shared Organization Ventures: Resources and
Transaction Costs
6. Kofi O. Nti and Rajesh Kumar: Differential Learning in Alliances
7. Ray Loveridge: The Firm as Differentiator and Integrator of Networks: Layered Communities of Practice and Discourse
Part Three: The Process of Cooperating
8. Yves L. Doz and Oguz
Baburoglu: From Competition to Collaboration: The Emergence and Evolution of R&D Cooperatives
9. David Boddy, Douglas Macbeth, and Beverly Wagner: Implementing Cooperative Strategy: A Model from the Private Sector
10. Thomas Kern and Leslie Willcocks: Cooperative Relationship Strategy in
Global Information Technology Out-sourcing: The Case of Xerox Corporation
11. Barbara Gray: Assessing Inter-Organizational Collaboration: Multiple Conceptions and Multiple Methods
12. Jeffrey J. Reuer and Mitchell P. Koza: International Joint Venture Instability and Corporate
Strategy
Part Four: Cooperative Behaviour
13. Robert Pitkethly, David O. Faulkner, and John Child: National Differences in Acquisition Integration
14. Paul Olk and P. Christopher Earley: Interpersonal Relationships in International Strategic Alliances: Cross-Cultural Exchanges and
Contextual Factors
15. Steven C. Currall and Andrew C. Inkpen: Joint Venture Trust: Interpersonal, Inter-Group, and Inter-Firm Levels
16. David O. Faulkner: Trust and Control: Opposing or Complementary Functions?
Part Five: Cooperative Strategy: The Future
17. Ranjay Gulati
and Ed Zajac: Reflections on the Study of Strategic Alliances
18. David O. Faulkner and Mark de Rond: Concluding Thoughts and Future Directions
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Dr David Faulkner is University Lecturer in Strategic Management, Said Business School, and a Tutorial Fellow of Christ Church, University of Oxford. He is a Deputy Director of the Said Business School in charge of the MBA programme. Mark de Rond is Assistant Professor in the Department of
Strategy and Management at ESSEC, France. He has been a lecturer in Management Studies at University College, Trinity College, and Lady Margaret Hall, Oxford University, and is an Adjunct Professor at Andrew University, Michigan, USA.
