1.

Record Nr.

UNINA9910656685303321

Autore

Boyce Gordon <1954->

Titolo

Co-operative structures in global business : communicating, transferring knowledge and learning across the corporate frontier / / Gordon H. Boyce

Pubbl/distr/stampa

London, : Routledge, 2001

ISBN

1-134-60609-5

1-134-60610-9

1-280-32645-X

0-203-25218-7

0-203-18767-9

Edizione

[1st ed.]

Descrizione fisica

1 online resource (258 p.)

Collana

Routledge international studies in business history ; ; 9

Disciplina

338.87

Soggetti

Business networks

International business enterprises - Management

Technology transfer

Strategic alliances (Business)

Lingua di pubblicazione

Inglese

Formato

Materiale a stampa

Livello bibliografico

Monografia

Note generali

Description based upon print version of record.

Nota di bibliografia

Includes bibliographical references and index.

Nota di contenuto

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:



the New South Wales Bottle Co., 1909  80; Hollywood networks, 1970  99; Conclusion: inter-firm relationships; Notes; Bibliography; Index

Sommario/riassunto

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.