Partnering with the Unfamiliar: Lessons from the case of renault and nissan

Harry Korine, Kazuhiro Asakawa, Pierre–Yves Gomez

Research output: Contribution to journal › Article

19 Citations (Scopus)

Abstract

Companies are increasingly forming alliances with unfamiliar, often even unlikely, partners in the search for greater geographic coverage and complementary skills. How can such odd couples effectively co-operate in practice? They can - if they put the formation of a successful alliance at the centre of their strategies.

Original languageEnglish
Pages (from-to)41-50
Number of pages10
JournalBusiness Strategy Review
Volume13
Issue number2
DOIs
Publication statusPublished - 2002 Jan 1

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Alliances
Partnering

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)
  • Economics, Econometrics and Finance (miscellaneous)

Cite this

Partnering with the Unfamiliar : Lessons from the case of renault and nissan. / Korine, Harry; Asakawa, Kazuhiro; Gomez, Pierre–Yves.

In: Business Strategy Review, Vol. 13, No. 2, 01.01.2002, p. 41-50.

Research output: Contribution to journal › Article

Korine, H, Asakawa, K & Gomez, PY 2002, 'Partnering with the Unfamiliar: Lessons from the case of renault and nissan', Business Strategy Review, vol. 13, no. 2, pp. 41-50. https://doi.org/10.1111/1467-8616.00209
Korine H, Asakawa K, Gomez PY. Partnering with the Unfamiliar: Lessons from the case of renault and nissan. Business Strategy Review. 2002 Jan 1;13(2):41-50. https://doi.org/10.1111/1467-8616.00209
Korine, Harry ; Asakawa, Kazuhiro ; Gomez, Pierre–Yves. / Partnering with the Unfamiliar : Lessons from the case of renault and nissan. In: Business Strategy Review. 2002 ; Vol. 13, No. 2. pp. 41-50.
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