000			01740naa a2200181uu 4500
001			10937
003			OSt
005			20190211155233.0
008			030207s2005 xx ||||gr |0|| 0 eng d
100	1		_aRING, Peter Smith _98990
245	1	0	_aThe three T`s of Alliance Creation : _b
260			_c2000
520	3		_aManagement scholars have paid a significant amount of attention to strategic alliances in recent years. Researchers in marketing and logistics also have invested heavily in studies of collaboration. As a consequence, our understanding of the motivations of managers relying of these relational forms of governance has been substantialy increased. So, too, has our understanding of the advantages and disadvantages of different governance structures. Research has provided managers contemplating alliances as a means of achieving strategic goals with an improved sense of the relationships that exist between antecedent conditions, structures, and performance outcomes. What is less well understood are the relationships that may exist between formal and informal processes and evolutionary dynamics that arise during the formation phase of an alliance. This paper attempts a synthesis of what is known. Based on the available research, I offer managers some insights into the interactive nature of these formal and informal processes. In so doing, I also make an effort to suggest areas in which additional research on this underdeveloped aspect of strategic alliances is likely to pay handsome dividends for schollars and managers alike
773	0	8	_tEuropean Management Journal _g18, 2, p. 152-163 _d, 2000 _w
942			_cS
998			_a20030207 _bCassio _cCassio
998			_a20060728 _b1626^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11061 _d11061
041			_aeng