Description

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This book takes readers across the different stages of an alliance lifecycle and, through practical incidents, discusses and debates on the decisions to be taken.

Organizations, large and small, are realizing the importance of collaborations to achieve their business objectives. Organizations to create independent and joint values are entering into strategic alliances with their suppliers, customers, and even their competitors. Every alliance follows a lifecycle and decisions have to be taken by executives at each stage. Anticipated revenues and other sources of financial value remain unrealized if inadequate decisions are taken and alliances fail or under perform.

This book takes readers across the different stages of an alliance lifecycle and, through practical incidents, discusses and debates on the decisions to be taken. The book also demonstrates the various challenges faced by executives in an alliance. This book is perfect for managerial executives who are contemplating proposing a strategic alliance for their organizations or are part of an organization juggling various ongoing alliances, alliance managers, and business development professionals. In short, the content of the book should be of interest to anyone for whom alliances are a topic of interest.

About the Author

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Dr. Meeta Dasgupta is an assistant professor in the area of strategic management at Management Development Institute, Gurugram. She has years of both industry and academic experience. Her corporate experience is in the area of IT consultancy and corporate finance with IBM Business Consulting Services and LML Ltd. Her doctorate, in strategic management from Management Development Institute, Gurugram, complements her graduation from Shri Ram College of Commerce, Delhi University, and post-graduation (finance) from Xavier Institute of Management, Bhubaneshwar. Her research interests are in the areas of innovation management and strategies, strategic alliances, corporate and business strategies, and competitiveness of firms. She has published several cases that are available at Harvard, Ivey and the Case Centre. Her research articles on varied dimensions of strategic decision-making and innovation have been published in peer-reviewed journals. She has trained executives of various organizations on strategic decision making.