000			01649naa a2200193uu 4500
001			6121114310621
003			OSt
005			20190211161605.0
008			061211s1998 xx ||||gr |0|| 0 eng d
100	1		_aGULATI, Ranjay _94449
245	1	0	_aThe architecture of cooperation : _bmanaging coordination costs and appropriation concerns in strategic alliances
260			_aIthaca : _bJohnson Graduate School of Management, _cDecember 1998
520	3		_aThis study examines why firms choose different governance structures across their alliances. We focus on the coordination costs in alliances. We focus on the coordination costs in alliances that arise from interdependence of tasks across organizational boundaries and the related complexity of ongoing activities to be completed jointly or individually. We use a typology of alliance governance structures that differentiates structures by the magnitude of hierarchical control to test hypotheses predicting alternative contractual choices. We use empirical data on alliance annoucements in three worldwide industries over 20-year period to assess which factors explain the choice of alliance types. The findings suggest that the magnitude of hierarchical controls in contractual relationships such as alliances is influenced by the anticipated coordination costs and by expected appropriation concerns
700	1		_aSINGH, Harbir _917332
773	0	8	_tAdministrative Science Quarterly _g43, 4, p. 781-814 _dIthaca : Johnson Graduate School of Management, December 1998 _xISSN 00018392 _w
942			_cS
998			_a20061211 _b1431^b _cNatália
998			_a20101027 _b1635^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c20559 _d20559
041			_aeng