The strategic alliance: automotive paradigm for the 1990s Online publication date: Mon, 25-May-2009
by R.G. Bertodo
International Journal of Technology Management (IJTM), Vol. 5, No. 4, 1990
Abstract: The paper reviews a pool of experience with strategic alliances and partnerships built up over a period of 70 years across four continents. The key success criteria for such collaborative relationships are explored, and a case study of a UK-Japanese partnership presented. The author concludes that success is totally dependent upon a managerial willingness to learn, an ability to control the pace of information transfer and acquisition, and a determination to exploit the newly-acquired skills to reduce fixed costs. The accumulation of knowledge is not automatic, quick nor painless. As the pace of information transfer quickens, the higher exposure and transparency to the partner reveal new risks which inevitably lead to either discontinuance or closer integration. Despite the risks, the accelerating pace of business and technological development will create a greater need for strategic collaboration in the 1990s. This is evident from the rapid shifting of the balance of factors determining competitive advantage, between innovation, market access and cost leadership.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Management (IJTM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook