Exam 9: Corporate Strategy: Acquisitions, Alliances, and Networks

In the first phase of alliance management,_____ captures aspects of cultural fit between different firms.

Define a joint venture and describe its typical pros and cons.

The Microsoft-IBM (non-exclusive)licensing agreement for MS-DOS is an example of a(n)______.

A distinctive characteristic of equity alliances is _____.

Which of the following is NOT one of the pros of a non-equity alliance?

Firms use _____ to lower costs through economies of scale,and thus enhance their economic value creation and,in turn,their performance.

The alliance manager has the technical expertise and knowledge needed for the specific technical area and is responsible for the day-to-day management of alliance.

_____ is a form of self-delusion in which managers convince themselves of their superior skills in the face of clear evidence to the contrary.

_____ is a voluntary arrangement between firms that involves the sharing of knowledge,resources,and capabilities with the intent of developing processes,products,or services to lead to a competitive advantage.

Describe pharmaceutical company Eli Lilly's well-known three-person alliance management team.

A(n)_________ describes the joining of two independent companies to form a combined entity.

Which of the following is one of the benefits of an equity alliance?

Horizontal integration can help firms enhance differentiation.

_________ alliances tend to produce stronger ties and greater trust between partners than ________ alliances do.

_____ serves as an alliance process resource and business integrator between the two alliance partners.

Which type of alliance is most commonly used?

One of the reasons for a merger is to overcome competitive disadvantage.Elaborate on how a firm can overcome competitive disadvantage through a merger.

_______ describes equity investments by established firms in entrepreneurial ventures.

The combining of two firms of comparable size is often described as a(n)_____.

According to _____,critical resources and capabilities frequently are embedded in strategic alliances that span firm boundaries.