Strategic Alliances in Eastern and Central Europe 1st Edition by Peter Gottschalk ISBN 9781591403364 1591403367
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Product details:
ISBN 10: 1591403367
ISBN 13: 9781591403364
Author: Peter Gottschalk
Strategic Knowledge Management Technology applies the knowledge-based view of the firm, which builds on the resource-based theory. The value shop is identified as the typical value configuration for knowledge firms. This book applies a stages of growth model for knowledge management technology, where firms develop from the person-to-tools strategy, via the person-to-person strategy and the person-to-documents strategy, to the person-to-systems strategy. The case of law firms is extensively explored. IS/IT strategy for knowledge management is developed within the framework of the Y model.
Table of contents:
PART 1: INTRODUCTION AND FOUNDATION
1. Background of the Study
1.1. Introduction: Strategic Alliances
1.2. Eastern and Central Europe (ECE)
1.3. Importance of ECE and Foreign Direct Investment (FDI)
1.4. Differences between ECE and Western Economies
1.5. Strategic Alliances and ECE
1.6. Aims of the Study
1.7. Research Issues
1.8. Limitations
1.9. Disposition
References
2. Knowledge of Strategic Alliances
2.1. Definition, Classification and Motives
2.2. Some Theoretical Explanations
2.3. Learning in Strategic Alliances
2.4. Resources and Strategic Alliances
2.5. Network Development and Strategic Alliances
2.6. Summary
References
3. Methodological Discussion
3.1. Research Strategy
3.1.1. Why This Topic?
3.1.2. Why Eastern and Central Europe?
3.1.3. Selection of Countries
3.1.4. The Research Approach
3.2. Development of the Theoretical Framework
3.3. Case Study as a Research Method?
3.4. Case Selection
3.4.1. Identification of the Swedish Firms
3.4.2. Selection Criteria
3.5. Data Collection
3.5.1. Preparation of the Questionnaire
3.5.2. Selection of the Respondents
3.5.3. Execution of Interviews
3.6. Validity and Reliability of the Data
3.6.1. Theoretical Presentation of Reliability and Validity
3.6.2. Factors Affecting Validity and Reliability of the Study
3.7. Case Presentation and Analysis
3.8. Presentation of the Results
References
4. Eastern and Central Europe (ECE)
4.1. General Overview
4.2. Social and Political Situation
4.3. Cultural Issues
4.4. Economic Development
4.5. Privatization
4.6. Foreign Direct Investment (FDI)
4.7. A Grouping of ECE
4.8. Short Description of the Case Countries
4.8.1. Czech Republic
4.8.2. Hungary
4.8.3. Poland
4.8.4. Croatia
4.8.5. Estonia
4.8.6. Lithuania
4.8.7. Russia
4.8.8. Yugoslavia
4.9. Summary
References
Conte
5. Theoretical Framework
5.1. Motives
5.2. Resources
5.2.1. Input
5.2.2. Capital
5.2.3. Manpower
5.2.4. Technology
5.2.5. Market
5.3. Learning
5.4. Network
5.5. Performance
5.6. General Environment
5.6.1. Economical Condition
5.6.2. Political Situation
5.6.3. Social System
5.6.4. Cultural Factors
5.6.5. Market Structure
References
PART 2: CASE PRESENTATION
6. Alliances in Fast-Adapting Countries
6.1. Paroc Rockwoll in Poland
6.1.1. Motives
6.1.2. Establishment of the Alliance
6.1.3. Resources
6.1.4. Learning
6.1.5. Network
6.1.6. Performance
6.1.7. General Environment
6.2. PLM in Poland
6.2.1. The Initiation and Formation of the Joint Venture
6.2.2. Negotiations
6.2.3. Motives
6.2.4. Resources
6.2.5. Learning
6.2.6. Performance
6.2.7. General Environment
6.3. The Bulten Tools Share Company in Poland
6.3.1. The Initiation and Motives for Forming the Alliance
6.3.2. Negotiations
6.3.3. Resources
6.3.4. Learning
6.3.5. Network
6.3.6. Performance
6.3.7. General Environment
6.4. Svedala in Hungary
6.4.1. The Initiation and Formation of the Joint Venture
6.4.2. Motives
6.4.3. Resources
6.4.4. Learning
6.4.5. Network
6.4.6. Performance
6.4.7. General Environment
6.5. Getinge in Hungary
6.5.1. The HG Medical Instrument Ltd. (HGMI)
6.5.2. The Initiative Behind the Alliance
6.5.3. Negotiations
6.5.4. Motives
6.5.5. Resources
6.5.6. Learning
6.5.7. Network
6.5.8. Performance
6.5.9. General Environment
6.5.10. Customer Relationship Management Since 1989
6.6. Nordic Ekofiber in Poland
6.6.1. Establishment of the Joint Venture
6.6.2. Resources
6.6.3. Learning
6.6.4. Network
6.6.5. Performance
6.6.6. General Environment
6.7. Korsnäs in Poland
6.7.1. Motives
6.7.2. Establishment of the Joint Venture
6.7.3. Resources
6.7.4. Learning
6.7.5. Network
Content
6.7.6. Performance
6.7.7. General Environment
6.8. Waterfall in Poland
6.8.1. Collaboration in Poland
6.8.2. Recent Collaboration
6.8.3. Resources
6.8.4. Learning
6.8.5. General Environment
References
7. Alliances in the Medium-Adapting Countries
7.1. Cold events in Lithuania
7.1.1. Motives and Initiation of the Alliance
7.1.2. Resources
7.1.3. Learning
7.1.4. Network
7.1.5. Performance
7.1.6. General Environment
7.2. Arvidsson Textile Share Company in Estonia
7.2.1. Motives and Initiation of the Alliance
7.2.2. Resources
7.2.3. Learning
7.2.4. Network
7.2.5. Performance
7.2.6. General Environment
7.3. DPC Skaffe Share Company in Lithuania
7.3.1. Motives and Initiation for Establishing the Alliance
7.3.2. Resources
7.3.3. Learning
7.3.4. Network
7.3.5. Performance
7.3.6. General Environment
7.4. Partec Rockwool in Lithuania
7.4.1. Initiation and Purpose of Establishing the Joint Venture
7.4.2. Resources
7.4.3. Learning
7.4.4. Network
7.4.5. Performance
7.4.6. General Environment
xiv Contents
7.5. Accel Share Company in Lithuania
7.5.1. The Purpose of Forming the Alliance
7.5.2. Resources
7.5.3. Learning
7.5.4. Network
7.5.5. Performance
7.5.6. General Environment
7.6. Ericsson in Croatia
7.6.1. Motives
7.6.2. Establishment of the Collaboration
7.6.3. Resources
7.6.4. Learning
7.6.5. Network
7.6.6. Performance
7.6.7. General Environment
7.7. Ragn-Sells in Estonia
7.7.1. Establishment of the Joint Venture
7.7.2. Resources
7.7.3. Learning
7.7.4. Network
7.7.5. Performance
7.7.6. General Environment
8. Alliances in Slow-Adapting Countries
8.1. Husqvarna in Russia
8.1.1. Motives
8.1.2. Negotiations and Establishment of the Alliance
8.1.3. Resources
8.1.4. Learning
8.1.5. Network
8.1.6. Performance
8.1.7. General Environment
8.2. XYZ SC in Russia
8.2.1. The Motives and Initiations for Forming the Alliance
8.2.2. Negotiations and Meetings
8.2.3. Resources Contribution
8.2.4. Learning
8.2.5. Network Development
8.2.6. Performance
8.2.7. General Environment
Contain
8.3. Holmen in Russia
8.3.1. Motives
8.3.2. Establishment of the Collaboration
8.3.3. Resources
8.3.4. Performance
8.3.5. General Environment
8.4. Korsnäs in Yugoslavia
8.4.1. Motives
8.4.2. Establishment of the Joint Venture
8.4.3. Resources
8.4.4. Learning
8.4.5. Network
8.4.6. Performance
8.4.7. General Environment
8.5. Stora in Russia
8.5.1. Motives
8.5.2. Establishment of the Joint Venture
8.5.3. Resources
8.5.4. Learning
8.5.5. Performance
8.5.6. General Environment
References
PART 3: IN-DEPTH DISCUSSION AND CONCLUSIONS
9. Discussion and Comparison of the Cases
9.1. Motives
9.1.1. Fast Adapters
9.1.2. Medium Adapters
9.1.3. Slow Adapters
9.1.4. Summary
9.2. Resources
9.2.1. Fast Adapters
9.2.2. Medium Adapters
9.2.3. Slow Adapters
9.2.4. Summary
9.3. Learning
9.3.1. Fast Adapters
9.3.2. Medium Adapters
9.3.3. Slow Adapters
9.3.4. Summary
9.4. Network
9.4.1. Fast Adapters
9.4.2. Medium Adapters
9.4.3. Slow Adapters
9.4.4. Summary
9.5. Performance
9.5.1. Fast Adapters
9.5.2. Medium Adapters
9.5.3. Slow Adapters
9.5.4. Summary
9.6. General Environment
9.6.1. Fast Adapters
9.6.2. Medium Adapters
9.6.3. Slow Adapters
9.6.4. Summary
10. Research Findings and the Literature
10.1. Common and Individual Motives
10.2. Exchange of Resources: Expected and Actual Contribution
10.3. Learning and Network Development
10.4. Performance and Environmental Factors
References
11. Conclusions and Implications
11.1. Research Problems
11.1.1. Motives
11.1.2. Resource Factors
11.1.3. Environmental Factors
11.2. Comments on the Theoretical Framework
11.2.1. Motives and Performance
11.2.2. Resources and Learning
11.2.3. Networks
11.2.4. Environmental Factors
11.3. Alliance Prospects in ECE
11.4. Research Implications
11.5. Managerial Implications
References
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Tags: Peter Gottschalk, Strategic Alliances, Eastern and Central Europe