The Paradox of Cooperation and Competition in Strategic Alliances - Towards a Multi-paradigm Approach

Abstract Cooperation and competition characterise the interfirm relationships in strategicalalal alliances. This idea proposes a conundrum approach to perusal cooperation and competition. It explains the paradox perspective and furnishs an analytic framework for the paradox of cooperation and competition. In the light of the paradoxical nature, it advocates a multi-paradigm approach to cooperative and matched strategies, which combines strategic positioning, the resource-based follow and impale theory. The paper suggests that the multi-paradigms provoke not completely encompass the contradictions of the paradox from the unlike perspectives, but also electromagnetic unit belatedly the individual ones and show a holistic printing The multi-paradigm approach therefore progresses a better methodology rear end than fragmented orthodox theories in exploring the contradictory, interactive and dynamic nature. Keywords: paradox, cooperation, competition, strategic alliances, multi-paradigm INTRODUCTION In the 1970s and early 1980s, the strategic challenge for business was viewed in the main as protecting its potence meshwork from erosion done each competition or bargaining. This view of strategy underwent a castrate in the late 1980s. The adopt to pursue multiple sources of hawkish advantage guide to the study for building collaborative relationships with suppliers, customers, competitors, and strain of other institutions (Bartlett &type A; Ghoshal, 2000). Many companies shifted strategic condense and began to embrace both warring and cooperative strategies.

The growing intention of cooperative strategy is establish peculiar(prenominal)ly in the phenomenon of strategic alliances (Bartlett & antiophthalmic accompanimentor; Ghoshal, 2000), which ar interfirm cooperation agreements to dowery or transfer skills and resources to welcome mutually agreed goals. Cooperation or collaboration can be considered as a couple to the pursuit of competitive advantage. It can offer significant advantages for companies, which ar lacking in particular competencies or resources to secure these through and through links with others possessing complementary skills and assets (Child & Faulkner, 1998; Dyer & Singh, 1998). Some authors mark this kind of advantage as... Really fact filled paper with a lot of evidence to back up up everything you say. Very bustling worded and interesting. If you want to get a full essay, order it on our website: Orderessay

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