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- when to use an alliance
- formation of an alliance
- how to select a partner
- how to select the best structure
- which contract design to choose
- governance mechanisms
- knowledge and learning in alliances
- alliance performance and termination
- ecosystems and coopetition to enhance corporate performance
The purpose of this course is to examine and expand upon the current understanding of the challenges of developing and managing strategic alliances. Reflecting the breadth of the novel features of the structure, the course will draw from both strategic management and organizational behavioral disciplines. To order the discussion, we will take a process view in addressing why and then how to use a strategic alliance.
After completing this class students will be able to:
- define strategic alliances, and explain why they are important corporate strategy vehicles and why firms would enter into them.
- understand the differences between M&As and strategic alliances and evaluate under which conditions each vehicle is to be preferred.
- describe various governance meachnism types and elaborate on their pro and cons.
- understand what the term "alliance management" implies and explain how an alliance management capability can lead to a competitive advantage.
- understand what ecosystems with regard to strategic alliances are and how coopetition can enhance corporate performance.
In order to successfully pass this course, your absence is limited to 20 % of our appointments.
Please note that all sessions are planned to be held on campus. However, some sessions may be held in a synchronous online mode, in case the situation requires this change.
The course will combine various learning methods to deliver the different topics to the students:
- guest lectures (Jeff Reuer from the University of Colorado, USA)
- open class discussions
- student presentations in class
- case studies
The final grade of the course consists of:
- 20% Group assignment 1
- 40% Group assignment 2
- 35% Individual participation in case discussions
- 5% Peer review
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