Handbook of Strategic Alliances
The Handbook of Strategic Alliances covers state-of-the-art research on strategic alliances and serves to pave the road for future alliance research. Little is understood about the specific managerial challenges involved in establishing and operating alliances from their initial setup and throughout their life cycle. The Handbook is intended to fill this gap by looking inside some of the “black boxes” that have been acknowledged in the alliance literature but seldom opened. Leading scholars and practitioners from around the globe chart the alliance literature, its evolution, current state, and future course.
- Front Matter
- Back Matter
- Subject Index
Part I: Introduction to Strategic Alliances
Part II: Theoretical Foundations
- Chapter 2: Strategic Alliances: A Survey of Issues from an Entrepreneurial Perspective
- Chapter 3: How Alliances Reshape Competition
- Chapter 4: Opportunism in Cooperative Alliances: Conditions and Solutions
- Chapter 5: Understanding Partnering Processes and Outcomes: The Contribution of Evolutionary Theory
- Chapter 6: What Does a Real Options Perspective Add to the Understanding of Strategic Alliances?
- Chapter 7: Networks of Strategic Alliances
Part III: Alliance Management: Opening the “Black Boxes”
- Chapter 8: Structuring and Restructuring Alliances: A Theory-Based Process Model
- Chapter 9: Alliance Contractual Design
- Chapter 10: Interorganizational Trust
- Chapter 11: Exploring Dark Corners: An Agenda for Organizational Behavior Research in Alliance Contexts
- Chapter 12: Alliance Forms and Human Resource Issues, Implications, and Significance
- Chapter 13: Learning and Knowledge Development in Alliances
Part IV: Cross-Border Collaborations
- Chapter 14: Alliances and International Business Theory
- Chapter 15: Nurturing Successful Alliances across Boundaries
- Chapter 16: International Joint Ventures in Emerging Economies: Past Drivers and Emerging Trends
Part V: Nontraditional Strategic Alliances
- Chapter 17: Alliances in the New Economy
- Chapter 18: Entrepreneurial Alliances and Networks
- Chapter 19: Strange Bedfellows: Alliances between Corporations and Nonprofits
Part VI: Alliance Research Methodologies
- Chapter 20: Research Methods in Alliances
- Chapter 21: Research Outside the “Core”: Opportunities in Alternative Approaches and Methods for Studying Cooperative Alliances
- Chapter 22: Modeling and Measuring the Performance of Alliances
- Chapter 23: The Legitimacy of Messiness: Interdisciplinary Research, Systems of Innovation, and Strategic Alliances
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Library of Congress Cataloging-in-Publication Data
Handbook of strategic alliances / edited by Oded Shenkar, Jeffery J. Reuer.
Includes bibliographical references and index.
ISBN 0-7619-8863-7 (cloth)
1. Strategic alliances (Business)—Handbooks, manuals, etc. I. Shenkar, Oded. II. Reuer, J. J. (Jeffrey J.)
This book is printed on acid-free paper.
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About the Editors[Page 469]
Oded Shenkar is Ford Motor Company Chair in Global Business Management and Professor of Management and Human Resources at the Fisher College of Business, the Ohio State University; and has taught in China, Japan, Israel, and the United Kingdom. He holds B.A. and M.Sc.soc. degrees in East Asian Studies and Sociology from the Hebrew University of Jerusalem and M.Phil, and Ph.D. degrees from Columbia University. In addition to strategic alliances, his main areas of interest are Chinese business, cross-border investment and the impact of culture on international business. He has published numerous articles in the Academy of Management Review, the Academy of Management Journal, Human Relations, the Journal of International Business Studies, Management Science, Organization Science, Organization Studies, and the Journal of Applied Psychology, among others, and is a member of the editorial board of the Academy of Management Executive, Human Relations, the International Journal of Cross-Cultural Management, the Journal of International Business Studies, Management International Review, and Organization Studies. His prior books include Organization and Management in China 1979–1990 (M. E. Sharpe), International Business in China (Routledge, with L. Kelley), Global Perspectives on Human Resource Management (Prentice-Hall), The Handbook of International Management Research (Blackwell, 1st ed.; University of Michigan Press, 2nd ed., both with B. J. Punnett), International Business (Wiley, with Y. Luo), and The Chinese Century (Wharton). Professor Shenkar serves as an advisor to multinational firms and government and international agencies. He is a Fellow of the Academy of International Business and a member of the Conference Board Council of Integration Executives.
Jeffrey J. Reuer is an Associate Professor at the Kenan-Flagler Business School at the University of North Carolina. Prior to joining UNC, he served on the faculties of INSEAD, the European Institute of Business Administration in Fontainebleau, France, and the Fisher College of Business at Ohio State University. He received his Ph.D. in strategic management from Purdue University. His research is in the area of corporate strategy and his current work uses information economics and real options theory to examine the structuring and implications of corporate investments such as alliances and acquisitions. Current projects are on the contractual design of alliances and acquisitions, the roles initial public offerings play in corporate development processes, and firm outcomes associated with corporate investments in real options. His research has appeared in a number of academic journals, [Page 470]including the Strategic Management Journal the Academy of Management Journal, Organization Science, the Journal of Economic Behavior and Organization, Research Policy, the Journal of International Business Studies, and the Journal of Management. Some of the results of his work have also been profiled in a number of practice-oriented articles in outlets such as the Harvard Business Review, Sloan Management Review, the Financial Times, Long Range Planning, and the Academy of Management Executive. He serves on the boards of the Strategic Management Journal, Strategic Organization, the Journal of International Business Studies, the Journal of Management, the Journal of Management Studies, and the European Management Journal.
About the Contributors[Page 471]
Jaideep (Jay) Anand is Associate Professor of Corporate Strategy and International Business at the Fisher College of Business, Ohio State University. Previously, Jay taught at the University of Michigan, the Ivey Business School in Canada, and the Wharton School, University of Pennsylvania. He is also a research fellow and faculty associate at the William Davidson Institute for the study of emerging economies at the University of Michigan. He earned a B.Tech. (Mechanical Engineering) from the Indian Institute of Technology, New Delhi, India, and master's and Ph.D. degrees from the Wharton School. His research interests include mergers and acquisitions, joint ventures and strategic alliances, corporate growth, and international strategies. His research has been published in the Strategic Management Journal, Organization Science, and the Journal of International Business Studies, among other journals.
Africa Ariño is Associate Professor of General Management at IESE Business School, University of Navarra. She received her Ph.D. from the Anderson School at UCLA. She serves as Associate Director for Faculty and as Academic Director of the Anselmo Rubiralta Globalization and Strategy Research Center at IESE. Her research interests include process issues in international strategic alliances, evolutionary aspects of the interpartner relationship, understanding alliance contractual features, and measuring alliance performance. Her research has been published in the Academy of Management Executive, the California Management Review, the Journal of International Business Studies, the Journal of Management, and Organization Science, among other outlets. She teaches a course on Managing Strategic Alliances.
Mark Casson is Professor of Economics and Director of the Centre for Institutional Performance at the University of Reading. His research interests include the economic theory of the multinational enterprise, the theory of entrepreneurship, business history, and transport history. He is the author of several books on international business, including The Future of the Multinational Enterprise (with Peter J. Buckley) and The Economics of International Business. He is a Fellow of the Academy of International Business and Visiting Professor at the University of Leeds and at Queen Mary College, University of London.
Tailan Chi is an Associate Professor at the School of Business, University of Kansas. He holds a Ph.D. in Business Administration from the University of Washington. His research focuses on choice of foreign-market entry modes, organizational structures of multinational corporations, and market valuation of firms' intangible assets. [Page 472]He examines these phenomena from the perspectives of the new institutional economics, the resource-based view, and option theory, and uses both mathematical modeling and large-sample statistical methods in his work. He has published in journals such as the Journal of International Business Studies, Management Science, and the Strategic Management Journal. He has taught a variety of International Business and Strategy courses at the undergraduate, M.B.A., and doctoral levels. His main teaching interests at the M.B.A. and undergraduate levels include the global regime of international business, international business strategies, and doing business in China.
Mark de Rond is University Lecturer in Strategy at the Judge Institute of Management, University of Cambridge. He completed his D.Phil, in Management Studies (Strategy and Organization) at Oxford University. Mark's principal research interests are threefold: (1) strategic alliances (specifically research collaborations in the life sciences), (2) innovation in the context of distributed work, and (3) causation in strategy (specifically the relation of chance, choice, and inevitability, the nature of causal explanation, and the structure of serendipity). He has published two books on alliances and several articles in such journals as Organization Science and the Journal of Management Inquiry.
Andrew Delios (Ph.D., Richard Ivey School of Business) is Associate Professor and Head of the Department of Business Policy, NUS Business School, National University of Singapore. He is the author or coauthor of more than 50 published journal articles, case studies, and book chapters. His articles have appeared in journals such as the Academy of Management Journal, the Administrative Science Quarterly, the Strategic Management Journal, Strategic Organization, and the Journal of International Business Studies. He has authored five books, including International Business: An Asia-Pacific Perspective (Pearson) and Strategy for Success in Asia (Wiley). He has written case studies and conducted research on companies involved in Canada, China, India, Italy, Hong Kong, Japan, Singapore, and Vietnam. His research looks at foreign investment issues in emerging economies, particularly by Japanese multinationals, and the governance, strategy, and performance of China's listed companies.
Ben Gomes-Casseres specializes in alliance strategy; he has researched this topic for 20 years, taught it to M.B.A.S and executives, and consulted with major companies in the United States and abroad. A Professor at Brandeis University's International Business School, he previously served for a decade on the faculty of the Harvard Business School. He is author of The Alliance Revolution: The New Shape of Business Rivalry (Harvard University Press, 1996) and coauthor of Mastering Alliance Strategy: A Comprehensive Guide to Design, Management, and Organization (Jossey-Bass/Wiley, 2003). Ben's work has also appeared in the Journal of Financial Economics, the Journal of International Business Studies, the Harvard Business Review, the Financial Times, and elsewhere. He is a frequent speaker at major conferences and a consultant and executive trainer to Fortune 100 companies in high-technology industries, manufacturing, and services. He holds an M.P.A. from Princeton and a D.B.A. from Harvard. His expertise and writings are available at http://www.alliancestrategy.com.
[Page 473]Siegfried Gudergan is an Associate Professor within the Faculty of Business and the Deputy Director of ICAN Research—a Research Centre on Innovative Collaborations, Alliances & Networks, both within the University of Technology, Sydney. He holds a Ph.D. in Management from the Australian Graduate School of Management that was awarded by both the University of Sydney and University of New South Wales. He is an appointed member of the Strategic Management Society's Interest Group on Knowledge & Innovation and is affiliated with the Association of Strategic Alliance Professionals. His research has a focus on alliance governance and alliances' strategic performance, organizational learning, and innovation effects.
Kathryn Rudie Harrigan is the Henry Kravis Professor of Business Leadership at Columbia University. She has been a Columbia Business School professor since 1981. She holds a B.A. from Macalester College (1973), an M.B.A. from the University of Texas at Austin (1976), and a D.B.A. from Harvard Business School (1979). Her research interests include diversification, turnaround strategies, make-or-buy strategy, global strategies, strategic alliances, internal venturing, industry restructuring, mature (and declining) businesses, industry and competitor analysis, and strategic planning. She has written six books and numerous scholarly articles on these topics.
Jared Harris is a doctoral candidate in Strategic Management and Organization at the University of Minnesota's Carlson School of Management. His research interests include the long-term impact of ethical management processes on performance outcomes, the impact of ethical considerations on strategy formulation, interorganizational trust, and transparency. Jared was awarded a 2003 Booz Allen Hamilton/Strategic Management Society Ph.D. Fellowship for his empirical research exploring the behavioral and agency forces that encourage financial misrepresentation.
Michael A. Hitt is a Distinguished Professor and holds the Joe B. Foster Chair in Business Leadership and the C. W. and Dorothy Conn Chair in New Ventures at Texas A&M University. He received his Ph.D. from the University of Colorado. He is the former President of the Academy of Management and the current President Elect of the Strategic Management Society. He is also the former Editor of the Academy of Management Journal and is a Fellow in the Academy of Management. He has coauthored numerous books and articles in such journals as the Academy of Management Journal, the Academy of Management Review, the Strategic Management Journal, Organization Science, and the Journal of Management, among others. His current research interests include international strategy, managing resources to create value, corporate governance, and strategic entrepreneurship.
R. Duane Ireland is a Professor of Management and holds the Foreman R. and Ruby S. Bennett Chair in Business Administration at the Mays Business School, Texas A&M University. Currently, he is an Associate Editor for the Academy of Management Journal. He is a former Associate Editor of the Academy of Management Executive and a former Consulting Editor for Entrepreneurship Theory and Practice. He has coauthored a number of books and articles. His work has been published in journals such as the Academy of Management Journal, the Academy of Management [Page 474]Review, the Academy of Management Executive, the Administrative Science Quarterly, the Strategic Management Journal, and the Journal of Management, among others. His current research interests include alliances, strategic entrepreneurship, corporate entrepreneurship, and the management of organizational resources.
Prashant Kale is an Assistant Professor of Corporate Strategy and International Business at the Ross School of Business at the University of Michigan. His research examines questions such as how firms build an “alliance capability” to manage their alliance portfolio, the dynamics of alliance management and evolution in emerging business environments, and what factors firms should consider when choosing between alliances and acquisitions as alternative modes of achieving growth and competitive advantage. Prashant's work has been published in leading journals such as the Strategic Management Journal, the Harvard Business Review, the California Management Review, the Sloan Management Review, and others, and he has also received awards from the Academy of Management and the Strategic Management Society. He is a Faculty Associate of the William Davidson Institute, University of Michigan, and a Fellow of the Mack Center for Technology and Innovation at the Wharton School.
Kwok Leung (Ph.D. in Social and Organizational Psychology, University of Illinois, Urbana-Champaign) is Professor of Management at City University of Hong Kong. His research areas include justice and conflict, international business, and cross-cultural psychology. He is currently a Departmental Editor of the Journal of International Business Studies. He is on the editorial board of several journals, including the Journal of Applied Psychology, Applied Psychology: An International Review, the Journal of Cross-Cultural Psychology, the Asian Journal of Social Psychology, and Organizational Research Methods. He is the Chair-Elect of the Research Methods Division of the Academy of Management and a past President of the Asian Association of Social Psychology.
Ted London is on the faculty at the University of North Carolina's Kenan-Flagler Business School. In July 2005, he will move to the University of Michigan, where, in addition to teaching at the Ross School of Business, he will lead a new research initiative on base of the pyramid markets at the William Davidson Institute. His research focuses on strategic growth and change, including capability development for emerging markets and cross-sector alliances. He has won awards for his research, teaching, and case writing. Prior to pursuing a Ph.D., he worked for more than 10 years in senior management positions in the private and nonprofit sectors in Asia, Africa, and the United States.
Yadong Luo (Ph.D., Temple University) is Professor of Management and the Emery Findlay Distinguished Chair at the School of Business Administration, University of Miami. His research interests include global corporate strategy, foreign direct investment, international joint ventures, multinational corporations in emerging markets, and management in transition economies.
Marjorie Lyles is Professor of International Strategic Management at Indiana University Kelley School of Business and the American United Life Chair. She addresses organizational learning, international strategies, management of technology, [Page 475]and alliance management, particularly in emerging economies. She has more than 100 publications in such journals as the Administrative Science Quarterly, the Academy of Management Review, the Strategic Management Journal, the Academy of Management Journal, the Journal of Management, the Journal of Management Studies, and the Journal of International Business Studies. She is completing a National Science Foundation grant on Knowledge Development in Alliances under Conditions of Novelty in the pharmaceutical industry.
Lalit Manral is a Ph.D. candidate in Strategy at the Columbia Business School. His research in strategic management of firms borrows from evolutionary economics and industrial organization to explore the logic of economic selection of business firms in diverse industrial contexts related to systemic technologies. His research contributes towards developing the macrofoundations of evolutionary economics theory and furthering its contribution to organizational strategy. His doctoral dissertation examines the evolution of industrial market structure in response to endogenous processes triggered by firm investment strategies. It addresses a fundamental yet largely unaddressed issue in strategy: How do the continuously evolving markets guide firm (investment) strategy and how does firm (investment) strategy influence the origin and evolution of markets? His favored empirical research settings include the telecommunications services and equipment industry and the information technology services and equipment industry.
Sonja Marjanovic is a Wellcome Trust Ph.D. Scholar at the Judge Institute of Management Studies, Cambridge University. She holds an M.Phil. in Management Strategy and Marketing) from Cambridge University and a B.Sc. (honors) in Molecular Genetics from Wits University in South Africa. Her principal research interests include innovation in global health initiatives (especially through international alliances), interdisciplinary research methods, and science-industry commercialization. She has lectured on the Cambridge-Massachusetts Institute of Technology Institute Bioscience Enterprise M.Phil. course and is the joint Chief Executive Officer and Cofounder of a rapidly growing infectious disease diagnostics company (DiagnovIS). She has published her recent research in Nature Drug Discovery and was recently selected as Europe's Top Young Innovator in global technology by Red Herring magazine.
Michael J. Mol is a Research Fellow at the London Business School and a lecturer at the University of Reading, both in the United Kingdom. His main research is in the areas of sourcing strategy, in particular the causes and performance consequences of outsourcing and sourcing alliances, and management innovation, especially how the creation of management innovations can be a source of competitive advantage. He has recently authored or coauthored articles for, among others, the Journal of International Management, the Journal of Purchasing and Supply Management, and Strategic Organization and for a forthcoming book (Global Supply Chain Management, Edward Elgar). He is the director of Reading's ICA program. He holds a Ph.D. (2001) from the Rotterdam School of Management, Erasmus University Rotterdam. He can be reached at firstname.lastname@example.org and through http://www.michaelmol.com.
Piero Morosini is an Adjunct Professor of Strategy and Leadership at the European School of Management and Technology, Berlin, and the founding president [Page 476]of PAYA Sàrl, Lausanne, a leadership institute that helps organizations build a strong “common glue” for successful performance across cultural and organizational boundaries. He is also an Affiliate Partner at the Executive Learning Partnership, Brussels. His professional background includes previous experiences as a full-time Professor at the International Institute for Management Development, Lausanne, a Strategy Consultant at Accenture in Milan and at McKinsey & Company in Madrid and London, and a Financial Executive at JP Morgan and at Robert Fleming in Milan. He attended graduate studies at the Wharton School, University of Pennsylvania, Philadelphia (1986–1988), where he obtained a Ph.D. in Management, an M.A. in Decision Sciences, and an M.B.A.
Paul Olk is an Associate Professor of Management at the Daniels College of Business, University of Denver. His current research interests focus on evaluating the performance of a strategic alliance as well as on the formation and management of high-technology entrepreneurial alliances. Paul's publications have appeared in several books and journals, including Organization Science, the Strategic Management Journal, and the Journal of Personality and Social Psychology. He currently serves as a Board Member of the Technology and Innovation Management Division of the Academy of Management and on the editorial review boards of Organization Science, Group and Organization Management, IEEE Transactions on Engineering Management, and the Journal of Management Inquiry. He received his Ph.D. from the Wharton School of Business at the University of Pennsylvania. Previously he was on the faculty of the University of California, Irvine.
Hugh O'Neill is Professor of Strategic Management, O'Herron Scholar, and Associate Dean of the M.B.A. Program for Executives at Kenan-Flagler. He has an M.S. degree from the Polytechnic Institute of New York and a Ph.D. from the University of Massachusetts. His research and practice focus on how organizations and individuals reform and reshape strategies.
Arvind Parkhe (Ph.D., Temple University) is Professor and Cochran Senior Research Fellow at Temple University, Philadelphia, where he is also the Chair of the M.B.A. Program. After earning an undergraduate degree in chemical engineering in India, he held corporate management positions with a German company in the United States and Germany. His research examines the evolution of organizational forms, management of loosely coupled innovation networks, robust structuring of strategic alliances, and research methods for studying trust, opportunism, and other “soft” phenomena in interfirm cooperative agreements. He recently served as guest editor at the Academy of Management Review for a special issue on “Building Effective Networks.”
Anu Phene is Assistant Professor of Strategy at the David Eccles School of Business at the University of Utah. She received her Ph.D. in International Management from the University of Texas at Dallas. Prior to her Ph.D., she worked for several years in the Treasury Division of American Express Bank. Her research focuses on firm strategy in a multinational context, evolution of firms and subsidiaries, firm innovation, high-technology industries, and knowledge dissemination and geographic boundaries. Her work has been published in the Strategic Management [Page 477]Journal and the Journal of International Business Studies. She teaches courses on Strategic Management and International Business.
Dennis A. Rondinelli is Glaxo Distinguished International Professor of Management at the University of North Carolina's Kenan-Flagler Business School. Prior to joining UNC, he was principal research scientist and senior policy analyst in the Office of International Programs at the Research Triangle Institute and Professor at the Maxwell School of Citizenship and Public Affairs at Syracuse University, and held faculty positions at the Graduate School of Management at Vanderbilt University and at the University of Wisconsin, Milwaukee. Dr. Rondinelli has been a consultant to the U.S. State Department's Agency for International Development, the World Bank, and several United Nations specialized agencies. He has authored or edited 18 books and published more than 250 articles in scholarly and professional journals and as book chapters.
Jane E. Salk (Ph.D., Massachusetts Institute of Technology) is Associate Professor of Organizations, Strategy, and International Management at the University of Texas at Dallas. She has also been a faculty member at Essec in France, Carnegie Mellon University, and the Fuqua School of Business, Duke University. Her research concerns how working cultures develop in international joint venture and other multinational teams and interorganizational learning in alliance contexts. She has over 30 publications, including articles in the Academy of Management Journal, the Journal of International Business Studies, Organization Science, and the Strategic Management Journal. She also is an associate of the Trias Network, a training and organizational development institute in Zurich.
Randall S. Schuler is a Professor of Strategic International Human Resource Management at Rutgers University and a Research Professor at the Graduate School of Business Administration in Zurich. His research interests are global and international human resource management, strategic human resource management, the human resource management function in organizations, and the interface of business strategy and human resource management tasks. He has written extensively in academic and professional journals and has just published a book with Dennis Briscoe entitled International Human Resource Management (2nd ed.). His other interests are the management of international joint ventures and alliances and knowledge transfer. His most recent book in this area is with Susan E. Jackson and Yadong Luo, titled Managing Human Resources in Cross-Border Alliances.
Anju Seth is a Professor of Strategic Management at the University of Illinois at Urbana-Champaign and is Coordinator of the Strategic Management area. Her research on value creation via corporate strategy examines acquisitions, restructuring, corporate governance, joint ventures, and globalization. Her research interests also include the philosophy of science in the strategic management field. Her research has been published in the Strategic Management Journal, the Journal of International Business Studies, the Review of Economics and Statistics, Managerial and Decision Economics, the Journal of Management Studies, the California Management Review, the Journal of Applied Corporate Finance, and others and has been presented at many meetings of the Academy of Management and the Strategic Management Society.
[Page 478]Steve Tallman is the David Eccles Professor of Management at the David Eccles School of Business of the University of Utah. He received his Ph.D. in Management from UCLA. He is the chairman of the Department of Management at the University of Utah. His research has focused on issues of global strategy and multinational firms, international alliances and joint ventures, and the role of regional industry clusters as they affect knowledge development and exchange. His work has been published in the Academy of Management Review, the Academy of Management Journal, the Strategic Management Journal, and the Journal of International Business Studies. He teaches courses on International Strategy and Merger and Alliance Strategies.
Ibraiz R. Tarique (Ph.D., Rutgers University, Human Resource Management) is an Assistant Professor at the Lubin School of Business at Pace University, New York City Campus. His research interests include international human resource management, with a focus on training and development of global assignees, strategic management of human resource in cross-border alliances, and global leadership development. He has presented numerous papers at the Annual Academy of Management Meetings, and his academic publications include several book chapters as well as articles in the International Journal of Human Resource Management. He teaches Strategic Human Resource Management, International Human Resource Management, Developing Human Capital, Training and Development, and Organizational Behavior.
Davina Vora (Ph.D., University of South Carolina) is Assistant Professor of Organizations, Strategy, and International Management at the University of Texas at Dallas. Her research interests encompass international management and organizational behavior and include forms of psychological attachment such as organizational identification in multinational contexts, international diversity issues, cross-cultural management, and subsidiary-multinational corporation relationships.
Gordon Walker is Professor and Chairman of the Strategy and Entrepreneurship Group at the Edwin L. Cox School of Business at Southern Methodist University. He received his B.A. from Yale University and an M.B.A. and Ph.D. from the Wharton School, University of Pennsylvania. Dr. Walker has previously taught at the Sloan School, Massachusetts Institute of Technology; the Wharton School, University of Pennsylvania; and Yale University. He is the author of numerous articles as well as a book, Modern Competitive Strategy, and is on the editorial boards of the Administrative Science Quarterly, Organization Science, and Strategic Organization.
Justin W. Webb is currently a Ph.D. candidate in the Mays Business School at Texas A&M University. Strategic management and entrepreneurship are his areas of interests in the Ph.D. program. He has published several chapters in scholarly books. His research interests include strategic entrepreneurship, managing resources, and sustaining organizational value.
Steven White is Assistant Professor of Asian Business and Comparative Management at INSEAD, the European Institute of Business Administration. He holds a [Page 479]Ph.D. in Management from the Massachusetts Institute of Technology/Sloan and an M.A. in Japanese Studies from the International University of Japan. His research focuses on the social dynamics of interorganizational relationships and system change, and much of his empirical work is based in China. He has published in the Academy of Management Journal Organization Studies, the Journal of Management Studies, the Asia Pacific Journal of Management, Research Policy, the International Journal of Technology Management, and Technovation, and his books include Biotechnology Japan and a coedited volume, Handbook of Asian Management.
Akbar (Aks) Zaheer (email@example.com; Ph.D., Massachusetts Institute of Technology) is Curtis L. Carlson Professor of Strategic Management and Organization and Director of the Strategic Management Research Center at the Carlson School of Management, University of Minnesota. He has an M.B.A. from the Indian Institute of Management, Ahmedabad, India. Since joining the faculty at the Carlson School in 1991, he has been researching a number of issues around trust in organizational contexts, strategic alliances, and mergers and acquisitions. He was Guest Editor of recent special issues of the Strategic Management Journal on “Strategic Networks” and of Organization Science on “Trust in an Organizational Context.” He is currently working on a special issue for the Academy of Management Review on “Repairing Relationships,” due out in 2006. He serves on the Editorial Boards of the Strategic Management Journal, the Academy of Management Review, and Organization Science.
Maurizio Zollo is Associate Professor of Strategy at INSEAD, the European Institute of Business Administration, and is currently Visiting Professor of Management at the Wharton School of the University of Pennsylvania. He holds a Ph.D. in Management from Wharton. His work is concerned with researching and teaching the management of corporate development processes, from strategy implementation (acquisitions and strategic alliances) to organizational learning and social responsibility issues. The academic output of his work is published in the Academy of Management Journal, the Strategic Management Journal, Organization Science, and Research Policy. He is a former member of the Executive Committee of the Business Policy and Strategy division of the Academy of Management and a past winner of its Outstanding Dissertation Award. He is currently serving on the Management Committee of the European Academy of Business in Society, associate editor of Industrial and Corporate Change, and on the Review Boards of Organization Science, the European Management Journal and the Journal of Management and Governance.