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STRATEGIC ALLIANCES & MODELS OF COLLABORATION1
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The international business literature has already acknowledged a number of positive outcomes
for companies actively engaged in strategic alliances, such as higher return on equity, better
return on investment, and higher success rates, compared with integration through mergers and
acquisitions, or companies in the Fortune 500 list that avoid building inter-corporate
relationships (Booz-Allen & Hamilton, 1999). At the same time, it is an acknowledge fact that
there is little understanding among business executives regarding the formation processes, the
dynamics and evolution of inter-corporate relations, and what are the factors that determine the
success rate in strategic alliances (O’Farrell & Wood, 1999)
Emanuela Todeva and David Knoke - Personal Name
NONE
Management
English
2005
1-22
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