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Abstrakty
The aim of the article is to prove that companies cooperate not only because they wish to, but also because they are forced to do it. Moreover, It turns out that sometimes firms cooperate in strategic alliances with partners which were not selected, but appeared coincidentally. The article identifies market and law circumstances which especially force companies to cooperate. In addition to this, it gives the examples of how strategic alliances are formed by coincidentally matched companies. It tries to estimate how these negative circumstances influence the performance of cooperation. The findings base on case studies, which were mainly prepared from the interviews with the management of firms. The main conclusion of the article is that both compulsory and coincidental cooperation is usually successful, especially when firms have strong motivation to maintain cooperation, can limit their opportunism and are able to show some understanding to the difficult position, in which they found themselves. (original abstract)
Twórcy
autor
- Nicolaus Copernicus University in Toruń, Poland
Bibliografia
- Decision of Prezes Urzędu Komunikacji Elektronicznej, 3 June 2008 r., entitled "Opis kalkulacji zorientowanych przyszłościowo w pełni alokowanych kosztów detalicznej usługi zapewnienia części lub całości minimalnego zestawu łączy dzierżawionych o przepływnościach do 2Mbit/s włącznie na rok 2008 i 2009 Telekomunikacji Polskiej S.A". Dz. U. 1986r., nr 17, poz. 88.
- Geringer, J. (1991), "Strategic Determinants of Partner Selection Criteria in International Joint Ventures", Journal of International Business Studies, Vol. 22 No. 1, pp. 41-61.
- Jagersma, P. (2005), "Cross-border alliances: advice from the executive suite", Journal of Business Strategy, Vol. 26 No. 1.
- Peters, T. (1992), Liberation Management, Necessary Disorganisation for the Nanosecond Ninetees, Alfred A. Knopf, New York.
- Triantis, J. E. (1999), Creating Successful Acquisition and Joint Venture Projects. A Process and Team Approach, Greenwood Publishing Group, Westport, London.
- Townsend, J. (2003), "Understanding alliances: a review of international aspects in strategic marketing", Marketing Intelligence & Planning, Vol. 21 No. 3.
- Tseng, W., Zebregs, H. (2002), Foreign Direct Investment in China: Some lessons for other countries, Policy Discussion Paper 02/3, International Monetary Fund.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
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