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Jiang, Lili (2007) Strategic Alliance-Case Study of Lenovo and IBM. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Strategic alliance gains high popularity in recent decades and has become an increasingly favorable choice for the company that intends to attain a competitive edge over other rivals so as to make a stand in the global market. Facing with the rapid globalization trend and dramatic economic development, it is almost impossible for any companies to develop individually, just as Doz and Hamel (1998) argue that in this new world, networks, coalitions, alliances, and strategic partnerships are not an option but a necessity for companies to achieve competitive success.

Till now, several economists and strategists have examined the strategic alliance in a deep and extensive way, establishing a solid theoretical foundation for later research. These various theories and principles identify motivations to the formation of alliances, how to make the alliance work, classifying the benefits brought with successful alliances, and etc. However, as stated by these authors that the failure rate of strategic alliance is quite high especially in the early stage, the research on how to make the alliance work during this unstable period is relatively little.

Hence, the objective of this paper is to evaluate the alliance between Lenovo and IBM, a cross-boarder alliance between a Chinese and a U.S. company, and to analyze how to make the alliance work in the early stage of the relationship.

Item Type:	Dissertation (University of Nottingham only)
Keywords:	strategic alliance
Depositing User:	EP, Services
Date Deposited:	10 Mar 2008
Last Modified:	28 Mar 2018 09:02
URI:	https://eprints.nottingham.ac.uk/id/eprint/20973

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