Strategies of cooperation: managing alliances, networks, and joint ventures

By J. Child, D. Faulkner. 2000

934 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/384e2b326e516a8f6f68052c65f0eddc32fac587

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In Strategy and Management

Citations in the corpus

Motivation, commitment and the use of incentives in partnerships and alliances (2000, background): “…trust’, based upon the rational pursuit of nancial self-interest, but they are limited in their ability to generate more intense forms of trust at the group or individual level, based, for example, upon acknowledged expertise or close interpersonal relationships (Child and Faulkner, 1998).”
30+ years of research and practice of outsourcing – Exploring the past and anticipating the future (2009, neutral): “, 1995), ‘federated organizations’ (Child and Faulkner, 1998), and ‘shamrock organizations’ (e.”
Contextualizing Experience Effects in International Business: A Study of Ownership Strategies (2009, neutral): “However, firms from different countries vary in their resource endowments and capabilities, such that their strategic objectives and organizational cultures may not be compatible (Child & Faulkner, 1998).”
Walking a Tightrope: Creating Value Through Interorganizational Relationships (2000, background): “Strategies such as mergers and acquisitions, recruitment of key personnel from competitors, and raising new capital to obtain a resource through a market transaction are often selected instead of alliance formation (Child & Faulkner, 1998).”
The Role of Trust in Collaborative Relationships: A Multi-Dimensional Approach (2004, background): “…Nielsen perspectives including corporate, social, economical, institutional, and political (see Gray and Wood, 1991) and cover a range of collaborative relations such as public-private partnerships, industrial networks, and strategic alliances (Child and Faulkner, 1998; Genefke and McDonald, 2001).”