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 | |
| Publication status | Published - 2002 Jun |
ASJC Scopus subject areas
- Business, Management and Accounting (miscellaneous)
- Economics, Econometrics and Finance (miscellaneous)
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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