Strategic alliances and process redesign : effective management and restructuring of cooperative projects and networks

Strategic alliances and process redesign : effective management and restructuring of cooperative projects and networks / Alexander Gerybadze.

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Bibliographic Details
Main Author: Gerybadze, Alexander
Format: eBook
Language:English
Published: Berlin ; New York : W. de Gruyter, 1995, ©1994.
Series:De Gruyter studies in organization ; 59.
Subjects:
Strategic alliances (Business)
Joint ventures.
Venture capital.
joint venture (economic concept)
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Joint ventures
Venture capital
Online Access:Click for online access
Table of Contents:
  • Part I: Introduction
  • Introduction: In Search of Useful Theories for Cooperation and Process Redesign
  • 1. Cooperation and Strategic Alliances: Empirical Evidence and Theoretical Explanations
  • 1.1 Basic Notions and Definitions for Cooperative Projects
  • 1.2 Empirical Evidence for Increases and Changes in Cooperative Investment Activity
  • 1.3 “Classicalâ€? Explanations for Cooperation
  • 1.4 Sustainable Differentiation through Alternative Modes of Organisation
  • 1.5 Summary
  • Part II: Theoretical Building Blocs
  • 2. Strategy, Process Redesign and Organization
  • 2.1 Economic Theory and Strategic Investment Decisions2.2 Wide-Scope vs. Narrow-Scope Economics
  • 2.3 The Relationship between Strategic Objectives and Processes
  • 2.4 The Relationship between Processes and Organizational Structure
  • 2.5 Contract Specification and Endogenous Design of Institutional Structures
  • 3. Capital, Time, and Cooperative Contractive Modes
  • 3.1 The Time-Profile of Project-Related Assets
  • 3.2 Asset Specificity and Asset Complementarity
  • 3.3 Generic Contract Modes and Institutional Arrangements
  • 3.4 A Capital Theoretical Interpretation of the Business Firm3.5 A New Interpretation of Cooperation as an Option
  • 4. Neo-Institutional Explanations for Cooperative Projects and Networks
  • 4.1 Entry Times and Exit Times and their Relevance for the Analysis of Institutions
  • 4.2 Advantages and Limits of Integration
  • 4.3 Extensions of Neo-Institutional Economics to Hybrid Modes of Organization
  • 4.4 The Network Model of Collaboration
  • Part III: Project Structuring and Cooperation Design
  • 5. A Model for Structuring Cooperative Investment Projects
  • 5.1 Outline of the Model5.2 Specification of Goals and Tasks of Independent Agents
  • 5.3 Distribution of Resources between Independent Agents
  • 5.4 The Formation of Appropriate Institutional Structures
  • 5.5 Distributed Ownership and Task-Specific Contractual Arrangements
  • 6. Strategic Alliances and Restructuring in the Telecommunication Satellite Industry
  • 6.1 Telecommunication Satellite Technology and its Evolution
  • 6.2 Decomposing Satellite-Related Business Processes and Industry Restructuring
  • 6.3 Cooperative Associations for European Satellite Projects
  • 6.4 Governance Modes for Competitive International Satellite Programs6.5 An Industry in Transition: The Case of the German Telecommunication Satellite Industry
  • 7. Structuring Financial Arrangements for Start-Up Projects
  • 7.1 Theoretical Reasons for Multilateral Finance
  • 7.2 Project Finance for Start-Up Companies
  • 7.3 Syndicated Venturing as Special Form of Multilateral Finance
  • 7.4 Projects Involving Government as Financier
  • 7.5 Conclusions for Multilateral Finance
  • Part IV: Policy Implications

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