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 › peer-review

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 Jun

ASJC Scopus subject areas

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

Access to Document

10.1111/1467-8616.00209

Fingerprint Dive into the research topics of 'Partnering with the Unfamiliar: Lessons from the case of renault and nissan'. Together they form a unique fingerprint.

Cite this

@article{0aa47592ca1b46feb303fb5b459df763,

title = "Partnering with the Unfamiliar: Lessons from the case of renault and nissan",

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.",

author = "Harry Korine and Kazuhiro Asakawa and Pierre–Yves Gomez",

year = "2002",

month = jun,

doi = "10.1111/1467-8616.00209",

language = "English",

volume = "13",

pages = "41--50",

journal = "London Business School Review",

issn = "2057-1607",

publisher = "Wiley-Blackwell Publishing Ltd",

number = "2",

}

TY - JOUR

T1 - Partnering with the Unfamiliar

T2 - Lessons from the case of renault and nissan

AU - Korine, Harry

AU - Asakawa, Kazuhiro

AU - Gomez, Pierre–Yves

PY - 2002/6

Y1 - 2002/6

N2 - 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.

AB - 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.

UR - http://www.scopus.com/inward/record.url?scp=33645630451&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=33645630451&partnerID=8YFLogxK

U2 - 10.1111/1467-8616.00209

DO - 10.1111/1467-8616.00209

M3 - Article

AN - SCOPUS:33645630451

VL - 13

SP - 41

EP - 50

JO - London Business School Review

JF - London Business School Review

SN - 2057-1607

IS - 2

ER -