Strategic Alliances

Edited by Paul W. Beamish, Nortel Networks Director, Asian Management Institute, Ivey Business School, the University of Western Ontario, Canada

• Modes of foreign entry - a transaction cost analysis and proposition, Erin Anderson, Hubert Gatignon; The characteristics of joint ventures in the People's republic of China, Paul W. Beamish; Equity joint ventures and the theory of the multinational enterprise, Paul W. Beamish, John C. Banks; Hybrid arrangements as strategic alliances - theoretical issues in organizational combinations, Bryan Borys, David B. Jemison; A theory of co-operation in international business, P.J. Buckley, Mark Casson; An economic model of international joint ventures strategy, Peter J. Buckley, Mark Casson; Competition versus cooperation - a benefit/cost framework for choosing between fully owned investments and cooperative relationships, F.J. Contractor, P. Lorange; Reappraising the eclectic paradigm in an age of alliance capitalism, John H. Dunning; Control and performance of international joint ventures, J. Michael Geringer, Louis Hebert; Firm ownership preferences and host government restrictions - an integrated approach, Benjamin Gomes-Casseres; Collaborate with your competitors - and win, Gary Hamel et al; Competition for competence and inter-partner learning within international strategic alliances, Gary Hamel; A transaction costs theory of equity joint ventures, Jean-Francois Hennart; Knowledge, bargaining, power, and the instability of international joint ventures, Andrew C. Inkpen, Paul W. Beamish; How to make a global joint venture work, J. Peter Killing; Joint ventures - theoretical and empirical perspectives, Bruce Kogut, Harbir Singh; Bargaining power, ownership, and profitability of transactional corporations in developing countries, Donald J. Lecraw; Learning among joint venture sophisticated firms, M.A. Lyles; 'Messy' research, methodological predispositions, and theory development in international joint ventures, Arvind Parkhe; Partner nationality and the structure-performance relationship in strategic alliances, Arvind Parkhe; How to control a joint venture even as a minority partner, Jean-Louis Schaan; Role conflict and role ambiguity of chief executive officers in international joint ventures, Oded Shenkar, Yoram Zeira; A managerial decision model of international cooperative venture formation, Stephen B. Tallman, Oded Shenkar; Ownership-based entry mode strategies and international performance, C. Patrick Woodstock et al; Bargaining power, management control, and performance in United States-China join ventures - a comparative case study, Aimin Yan, Barbara Gray.