Non-Cooperation — The Dark Side of Strategic Alliances PDF
Preview Non-Cooperation — The Dark Side of Strategic Alliances
Non-Cooperation – The Dark Side of Strategic Alliances This page intentionally left blank Non-Cooperation – The Dark Side of Strategic Alliances Wilma W. Suen © Wilma W. Suen 2005 Softcover reprint of the hardcover 1st edition 2005 978-1-4039-4565-5 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The author has asserted her right to be identified as the author of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2005 by PALGRAVE MACMILLAN Houndmills, Basingstoke, Hampshire RG21 6XS and 175 Fifth Avenue, New York, N. Y. 10010 Companies and representatives throughout the world PALGRAVE MACMILLAN is the global academic imprint of the Palgrave Macmillan division of St. Martin’s Press, LLC and of Palgrave Macmillan Ltd. Macmillan® is a registered trademark in the United States, United Kingdom and other countries. Palgrave is a registered trademark in the European Union and other countries. ISBN 978-1-349-52312-2 I SBN 978-0-230-59657-3 (eBook) DOI 10.1057/9780230596573 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. A catalogue record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Suen, Wilma W., 1970– Non-cooperation–the dark side of strategic alliances / by Wilma W. Suen. p. cm. Includes bibliographical references and index. ISBN 978-1-349-52312-2 1. Strategic alliances (Business)–Management. 2. Business networks– Management. 3. Joint ventures–Management. I. Title. HD69.S8S84 2005 658′.044–dc22 2005043178 10 9 8 7 6 5 4 3 2 1 14 13 12 11 10 09 08 07 06 05 For my parents This page intentionally left blank Contents List of Tables ix List of Figures x List of Abbreviations xi Acknowledgements xiii Foreword xv 1 The Dark Side of Strategic Alliances 1 What is a strategic alliance? 3 Alliances: the double-edged sword 6 Organization of the book 8 2 The Challenge of Non-Cooperation 11 Assumptions 12 Cooperation and non-cooperation 16 Influences on the firm’s attitude toward alliance 21 Summary 29 3 Power and Interdependence: the Firm’s Ability to Act 31 Defining power and interdependence 33 Measuring power and interdependence 39 Applying power and interdependence 47 4 Microsoft: Power and the Limits of Power 49 Why Microsoft? 50 Influences on the firm’s attitude 52 Power and interdependence 54 Microsoft in the PC market: exercising power 56 Microsoft and technology convergence: the limits of power 74 Conclusions 84 5 Ballard Power: Shifting Dependence, Changing Structures 86 Technologies and markets 86 Ballard Power Systems 93 Power and interdependence 101 Constructing interdependence 114 Conclusions 117 vii viii Contents 6 Global Airline Alliances: Constructing 119 Interdependence Industry environment 120 Influences on the firm’s attitude 126 Behaviours 129 Power and interdependence 131 Historical alliances: Swissair 135 Modern era of global alliances 141 Conclusions 156 7 Putting the Firm Back Into Alliance 158 Lessons learned 159 Managerial implications 167 Going forward 168 Notes 171 Bibliography 181 Index 208 List of Tables Table 2.1 Assumptions 13 Table 3.1 Approach to Analyzing Resource Contributions 40 to the Alliance Table 3.2 Components of Degree Interdependence 45 Table 5.1 Major Types of Fuel Cells 87 Table 5.2 Contribution to the Alliance 105 Table 5.3 Ballard–Daimler Relationship 108 Table 5.4 Ballard–Ford Relationship 110 Table 5.5 Daimler–Ford Relationship 113 Table 6.1 Freedoms of the Air 121 Table 7.1 Findings 160 Table 7.2 Findings–Implications for Structure 165 ix
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