Strategic Alliances

Peter Lorange is President of IMD, Lausanne, Switzerland. Formerly he was President of The Norwegian School of Management, and has taught at Wharton and MIT. He is a specialist in multinational management, strategic planning process, alliances and strategic control. Professort Lorange writes and lectures extensively in his subject area and is a consultant to numerous companies in the United States and Europe.Johan Roos is Assistant Professor at the Norwegian School of Management. Within the areas of international strategy and management he is a specialist in formation and implementation of cooperative strategies, strategies for the advancement of organizations and strategies for customer satisfaction. Dr Roos has written, taught and advised widely in these subject areas.

• Preface. Part I: Introduction:.1. Strategic Alliances in International Business.Part II: Formation and Evolution of Strategic Alliances:.2. The Formation Process.3. Evolution of Strategic Alliances.Part III: Management Processes:.4. Planning and Control Considerations.5. Human Resource Management.Part IV: Contextual Issues:.6. Culture, Management Approach, and Performance.7. Common Obstacles.8. Emerging Challenges.Part V: Conclusions and Implications:.9. Conclusions.References.Index.