What influences your partners' attitudes toward your alliance? What
factors allow them to act on non-cooperative impulses? How can you
structure your alliance to reduce opportunities for
non-cooperation? This book explores the influences on a firm's
attitudes toward its alliance, and highlights the connections
between these factors. The book defines a framework to measure
power and interdependence to determine which firms are able to act
on non-cooperative impulses, and case studies illustrate how
alliances may be structured to reduce opportunities for
non-cooperation.
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