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Record Nr. |
UNINA9910656685303321 |
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Autore |
Boyce Gordon <1954-> |
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Titolo |
Co-operative structures in global business : communicating, transferring knowledge and learning across the corporate frontier / / Gordon H. Boyce |
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Pubbl/distr/stampa |
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London, : Routledge, 2001 |
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ISBN |
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1-134-60609-5 |
1-134-60610-9 |
1-280-32645-X |
0-203-25218-7 |
0-203-18767-9 |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (258 p.) |
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Collana |
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Routledge international studies in business history ; ; 9 |
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Disciplina |
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Soggetti |
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Business networks |
International business enterprises - Management |
Technology transfer |
Strategic alliances (Business) |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Book Cover; Title; Contents; List of figures and tables; Preface; The theoretical and historical context; Agency agreements in international business: dynamic model of shipowner agent relations, 1870 1939; A family-based network: the Holt Swire Scott connection, decision-support systems and staff development, 1860 1970; A multinational joint venture: the Orient Paint, Varnish and Colour Co., 1932 49; A purchasing co-operative: the Steel Manufacturers' Nickel Syndicate, 1901 39; A licensing pyramid: John Brown Company and International Curtis Marine Turbine Company, 1908 29 |
A technology transfer agreement: Babcock Wilcox, 1880 1970Learning within an inter-organisational group: the Union Steamship Co. and oil propulsion, 1912 39; A joint exploration venture: Western Mining Corporation and Hanna/Homestake, 1960 72; Contracts based on knowledge: the J. Walter Thompson Company and Unilever compounding intangible assets, 1900 70; An Australian supplier chain: |
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the New South Wales Bottle Co., 1909 80; Hollywood networks, 1970 99; Conclusion: inter-firm relationships; Notes; Bibliography; Index |
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Sommario/riassunto |
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Using a series of twelve historical case-studies that are based on extensive archival research, this book explains why firms succeed or fail in communicating or transferring knowledge and discovering new expertise. By analysing how workable trade-offs between opposing forces have been achieved in the past, this study provides a set of guidelines for executives who embark upon inter-firm projects. |
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