Cooperative Strategy

John Child is Professor of Commerce at the University of Birmingham. In 2006 he was elected a Fellow of the British Academy. He is also a Fellow of the Academy of International Business, the Academy of Management and the British Academy of Management. He has authored papers in international journals as well as 24 books, including Corporate Co-evolution with Suzana Rodrigues, which won the 2009 Terry Book Award of the Academy of Management. His current interests focus on hierarchy in organizations and society, cooperative strategy, and the internationalization of SMEs.David Faulkner is an economist who spent much of his early career as a strategic management consultant with McKinsey and Arthur.D.Little. He is Professor Emeritus of Strategy at Royal Holloway, University of London, and was formerly Visiting Research Professor at The Open University. Until 2003 he was Tutorial Fellow at Christ Church, Oxford and Member of the Governing Body, and an Oxford University Lecturer in Management Studies (Strategic Management). He has had published or edited fourteen books on co-operative strategy, mergers and acquisitions, and international business. He is currently Dean and Founder of Magna Carta College, Oxford, a private business college.Stephen Tallman is the E. Claiborne Robins Distinguished Professor of Business at the University of Richmond. His research interests include global strategic management, geographic clusters, organizational knowledge and learning, and alliance strategies. He chaired the International Management Division of the Academy of Management and founded and chaired the Global Strategy Interest Group of the Strategic Management Society. He is the founding editor and past co-editor of Global Strategy Journal and was an associate editor for Strategic Management Journal. He is a Fellow of the Academy of International Business and of the Strategic Management Society.Linda Hsieh is a Reader (Associate Professor) in International Business at the University of Birmingham, having previously worked at SOAS University of London. Her main research interests include decision-making, internationalization of firms, and management of international strategic alliances. Her research has been funded by the British Academy/Leverhulme Trust. She has published in the Journal of World Business, International Business Review, Journal of International Management, Management International Review, R&D Management, and Technological Forecasting and Social Change.

• Part I: The Nature of Cooperation and its Role in Strategy1: Introduction2: Economic Perspectives3: Managerial and Organizational Perspectives4: Behavioral PerspectivesPart II: Forms of Cooperation5: Types of Cooperation and Networks6: Cooperative Strategies in the Platform Economy7: Global Production Networks and CooperationPart III: Establishing Cooperation8: Motives9: Partner Selection10: Negotiation and ValuationPart IV: Managing Cooperation11: Governance and Control12: The General Management of Alliances13: Human Resource Management14: Organizational Learning and Knowledge AcquisitionPart V Cooperation in Key Sectors15: Oil and Gas16: High Technology: Biopharma and IT17: Automobiles: A Key Manufacturing Industry18: Cooperation in Non-financial Services19: Cooperation in the Financial Services Sector20: Public-private PartnershipsPart VI: International Expansion21: The International Context of Cooperation: Culture and Institutions22: Emerging EconomiesPart VII Performance and Evolution23: Performance Criteria and Drivers in Cooperative Ventures24: The Evolution of CooperationPart VIII: Conclusion25: Closing Reflections: The Future is Cooperation

The great contribution of this book is that it opens a window to cooperative strategy in our current business reality while offering a powerful synthesis of validated wisdom.