Abstract
The formation of consortia — ‘strategic alliances’ as they are usually called in the literature of management science — between firms is a widespread phenomenon in international business. Such alliances are entered into when a joint approach enables firms to attain strategic objectives that they are unable to achieve individually. Through such ‘competitive collaboration’, firms are able to learn new skills, access new markets, acquire new technologies, or achieve economies of scale or scope.1
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Notes
Gary Hamel, Yves L. Doz and C.K. Prahalad, ‘Collaborate with your competitors — and win’, Harvard Business Review (January–February 1989), p.133.
Peter Lorange and Johan Roos, Strategic Alliances: Formation, Implementation,and Evolution (Oxford: Blackwell, 1992), pp.3–12.
See Chapter 2; Richard Roberts, Schroders: Merchants & Bankers (London: Macmillan, 1992), pp.66–73.
Richard Roberts, Inside International Finance (London: Orion, 1999), p.105.
George S. Moore, The Banker’s Life (New York: W.W. Norton, 1987), p.212.
ICFC: Industrial and Commercial Finance Corporation. FCI: Finance Corporation for Industry. See Richard Coopey and Donald Clarke, 3i: Fifty Years Investing in Industry (Oxford: Oxford University Press, 1995).
David Kynaston, The City of London: Illusions of Gold, 1914–1945 (Chatto & Windus, 1999), p.496.
Arie de Geus, The Living Company: Growth, Learning and Longevity in Business (London: Nicholas Brearley, 1997), p.7.
Robert DeYoung, ‘Birth, growth, and life or death of newly chartered banks’, Federal Reserve Bank of Chicago Economic Perspectives (1999), iii, pp.18–35.
Lisa Endlich, Goldman Sachs: The Culture of Success (London: Little, Brown, 1999), p.ix.
Kenichi Ohmae, ‘Globalization makes alliances an essential tool for serving customers’, Harvard Business Review (March–April 1989), p.143.
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© 2001 The Orion Story Ltd
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Roberts, R., Arnander, C. (2001). Consortia and strategic alliances in finance. In: Take Your Partners. Palgrave Macmillan, London. https://doi.org/10.1057/9780230596511_13
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DOI: https://doi.org/10.1057/9780230596511_13
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