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

Harry Korine; Kazuhiro Asakawa; Pierre–Yves Gomez

doi:10.1111/1467-8616.00209

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

Harry Korine, Kazuhiro Asakawa, Pierre–Yves Gomez

Graduate School of Business Administration

Research output: Contribution to journal › Article

20 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 language	English
Pages (from-to)	41-50
Number of pages	10
Journal	Business Strategy Review
Volume	13
Issue number	2
DOIs	https://doi.org/10.1111/1467-8616.00209
Publication status	Published - 2002 Jan 1

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ASJC Scopus subject areas

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

Cite this

Korine, H., Asakawa, K., & Gomez, PY. (2002). Partnering with the Unfamiliar: Lessons from the case of renault and nissan. Business Strategy Review, 13(2), 41-50. https://doi.org/10.1111/1467-8616.00209

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Access to Document

10.1111/1467-8616.00209