His research is in strategic alliances in the banking sector. It differentiates between strategic alliances and infrastructure alliances with their differing strategic drivers, and proposes a Co-Evolution model to explain, monitor and manage the development of alliances over time. It differentiates between strategic alliances and infrastructure alliances with their differing strategic drivers, and proposes a Co-Evolution model to explain, monitor and manage the development of alliances over time. His wide review of the literature is of great help to students, while the insight he offers on how alliances evolve over time fill significant gaps in our knowledge. In nature, cooperation differs fundamentally from competition. Summary: Alliances and Co-Evolution provides alliance managers, consultants and academics with a detailed analysis covering 23 years of the growth and decline of three lifecycles of alliances.
. Hierzu werden die Erkenntnisse der bisherigen Forschung rekapituliert und die Ergebnisse einer branchenübergreifenden Expertenbefragung präsentiert, die interessante Einblicke in die Kooperationspraxis gewähren. Vor diesem Hintergrund werden im vorliegenden Beitrag zentrale Ansatzpunkte eines professionellen Kooperationsmanagements vorgestellt. The definition of a strategic alliance as posited in Chapter One is revisited and revised. In the empirical aspects of the book, Dr ul-Haq draws on 23 years of secondary data in the banking sector, on a questionnaire sent to 217 banks in 20 European nations, as well as on interviews.
It is at once a review of the evolution of the banking sector and a banking history, as well as a life-cycle approach to understanding alliances from their negotiation sage, to joint management, to their eventual dissolution. This analysis links structural change in the European macro-environment with corporate alliance strategies. Most writers, if they deal with the subject at all, content themselves with laying out a few basic ground rules Killing, 1983; Harrigan, 1984; Kanter, 1989; Lynch, 1990; Collins and Doorley, 1991; Spekman and Sawnhey, 1991; Lorange and Roos, 1992; Urban and Vendemini, 1992; Bronder and Pritzl, 1992. This study illustrates from the dynamic world of local, national and international banking how both entrepreneurial bankers and their customers can benefit from carefully specified forms of corporate cooperation in increasingly competitive universe which is here to stay. International strategic alliances are currently an increasingly popular interorganizational form developed in large measure to meet the needs of globalizing markets and technologies.
Whereas competitive processes are well understood and practiced daily, the key success factors in cooperative processes are widely ignored. Some of these strategic alliance arrangements are for narrow, specific, short-term purposes, while others develop more widely and may even lead to a full blown merger or a take-over. Alliances and Co-Evolution is written to assist the practicing alliance manager and their advisors to access over 400 thought leaders in the area. However, the record of running successful alliances is somewhat mixed. The question of alliance management is also less popular amongst researchers than that of identifying reasons for their creation. This analysis links structural change in the European macro-environment with corporate alliance strategies.
Alliances and Co-Evolution provides alliance managers, consultants and academics with a detailed analysis covering 23 years of the growth and decline of three lifecycles of alliances. He is an associate member of the faculty at Henley Management College. Dennoch sehen sich viele Unternehmen aufgrund mangelnder Erfahrungen im Zusammenhang mit dem Aufbau und der Steuerung von Kooperationen immer noch mit erheblichen Herausforderungen konfrontiert. A deep, scholarly monograph which will be appreciated by students of inter-organizational cooperation , the book could also be highly rewarding to the erudite banker or strategist. A summary of the contribution of this research to academic knowledge and the practice of alliances is provided. As a result of findings in this research, further research into the infrastructure alliance and into the co-evolution model is proposed together with some suggestions for a future research agenda.
He is a consultant for the United Nations and a number of private and public sector organisations. W ofercie publikacje akademickie i naukowe, w tym podręczniki, czasopisma, monografie, prace profesjonalne i leksykony, tytuły w formie drukowanej i internetowej. Cite this chapter as: ul-Haq R. Zapraszamy do zapoznania się z nowościami wydawnictwa Palgrave Macmillan. It differentiates between strategic alliances and infrastructure alliances with their differing strategic drivers, and proposes a Co-Evolution model to explain, monitor and manage the development of alliances over time. The significance of this book, however, goes far beyond this. Dr ul-Haq introduces new notions to alliance analysis in general.
As Niederhofler 1991 puts it: a major cause for cooperative failure is managerial behaviour. This range of empirical approaches, the deeply-considered sweep of theory, and what appears to be considerable knowledge of the banking sector and its evolution make this a unique compilation. For example, the contemporary debate about the nature, and future, of the European Union can be seen as one about whether it is, or should be, an infrastructure or strategic alliance. This analysis links structural change in the European macro-environment with corporate alliance strategies. Die strategische Bedeutung kooperativer Beziehungen im Hinblick auf die Sicherung der Zukunftsfähigkeit von Unternehmen ist — nicht zuletzt vor dem Hintergrund der zunehmenden Komplexität globalisierter Wirtschaftsbeziehungen — sowohl von Seiten der Forschung als auch auf Seiten der Unternehmenspraxis unbestritten. I came to another country with many varied languages and cultures, which offered a totally different life experience… In terms of career prospects, it gave me the tools and skills to be competitive and ultimately enabled me to find a job in the city.
His sure footed analysis comes to life with a fascinating wealth of evidence drawn from painstaking personal interviews and questionnaires. It provides major insights from twenty-four directors and nine European countries and enables a detailed understanding of the modern disintegrated firm. Porter 1987 found that no more than half the alliances he identified were successful by any reasonable criteria. . . . .
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