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Published by: Ivey Publishing
Originally published in: 2005
Version: 2009-10-01
Length: 10 pages
Data source: Published sources

Abstract

This note is part of a series entitled ''Strategic Alliances That Work''. Key factors to consider during the selection process are the overall strategic fit between potential partners, the complementarities of each organization''s strengths, weaknesses and operational practices, the sustainability of the relationship, consideration of how partner cultures may clash or complement one another, the degree of commitment to the partnership, and finally, the personal chemistry between both companies'' management. Related cases ''Strategic Alliances That Work: Should You Build A Strategic Alliance?'', ''Strategic Alliances That Work: Negotiating and Designing an Alliance'' and ''Strategic Alliances That Work: Implenting Winning Conditions'', products (''9B05M022''), (''9B05M024'') and (''9B05M025'').

About

Abstract

This note is part of a series entitled ''Strategic Alliances That Work''. Key factors to consider during the selection process are the overall strategic fit between potential partners, the complementarities of each organization''s strengths, weaknesses and operational practices, the sustainability of the relationship, consideration of how partner cultures may clash or complement one another, the degree of commitment to the partnership, and finally, the personal chemistry between both companies'' management. Related cases ''Strategic Alliances That Work: Should You Build A Strategic Alliance?'', ''Strategic Alliances That Work: Negotiating and Designing an Alliance'' and ''Strategic Alliances That Work: Implenting Winning Conditions'', products (''9B05M022''), (''9B05M024'') and (''9B05M025'').

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