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. This analysis links structural change in the European macro-environment with corporate alliance strategies. 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.

This book describes a number of different types of strategic alliances such as joint ventures and project based co-operation. The focus of the book is to emphasize that strategic alliances should be a function of the particular strategic intent that a company has. It should be documented how the strategic alliance can be the most appropriate vehicle for making a company's strategic intent become the best possible reality.

Management Dynamics in Strategic Alliances is a volume in the book series Research in Strategic Alliances that will focus on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series will cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances. Management Dynamics in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 12 chapters in this volume cover a number of significant topics relating to the management of strategic alliances. The chapters discuss both the broader issues, such as governance structure choice, dynamics of alliance conditions, co-evolutionary dynamics, learning dynamics, and the management of internal tensions, and the more focused problems of controls in interfirm settings, dilemmas of cooperation, value creation in alliance portfolios, and alliance management experiences in the construction and automobile industries. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the management dynamics in strategic alliances.

A riveting look at how dog and humans became best friends, and the first history of dog domestication to include insights from indigenous peoples In this fascinating book, Raymond Pierotti and Brandy Fogg change the narrative about how wolves became dogs and in turn, humanity’s best friend. Rather than describe how people mastered and tamed an aggressive, dangerous species, the authors describe coevolution and mutualism. Wolves, particularly ones shunned by their packs, most likely initiated the relationship with Paleolithic humans, forming bonds built on mutually recognized skills and emotional capacity. This interdisciplinary study draws on sources from evolutionary biology as well as tribal and indigenous histories to produce an intelligent, insightful, and often unexpected story of cooperative hunting, wolves protecting camps, and wolf-human companionship. This fascinating assessment is a must-read for anyone interested in human evolution, ecology, animal behavior, anthropology, and the history of canine domestication.

How do alliance portfolios evolve? We develop grounded theory based on Unisys' case which reveals how exogenous technological changes at the industry level and shifts in a firm's strategy shape the composition of partners and the nature of alliance relationships. We identify four evolutionary processes: responding to external stimuli, breaking off inertial pressures, enabling coevolution, and restructuring and realigning the alliance portfolio. We shift attention from alliance formation decisions to changes in the nature of alliances and partner characteristics throughout the duration of the alliance portfolio. We suggest that the evolution of alliance portfolios cannot be fully explained by path dependence, life cycle patterns, or proactive design. Instead, alliance portfolios are shaped by environmental stimuli and conflicting organizational processes.