Network Advantage: How to Unlock Value From Your Alliances and Partnerships

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Companies made more than 42,000 alliances over the past decade worldwide, many of which failed to deliver strong results.  This book explains why and how you can seize the benefits from your business’s network of alliances with customers, suppliers and competitors. 

This network can provide three key advantages:

·         superior information

·         better cooperation

·         increased power 

Network Advantage shows how awareness of these three advantages can help align your portfolio of alliances with your corporate strategy to maximize advantages from existing networks and to position your business as an industry leader.

This book is written by three leading authorities in the field of organizational management who work with many international corporate clients. Based on groundbreaking research and illustrative cases, it provides practical tools to help you think strategically about reconfiguring your alliances and partnerships. For business executives, consultants, and executive MBAs who want to get the most advantage from the combined power of their alliance portfolios, Network Advantage offers in-depth, practical guidance. Make it your first strategic connection to gaining competitive advantage!

Companies’ connections to other firms—their network of alliances—matter for economic success.  In this practical, jargon-free, evidence-based book, three experienced scholar/educators provide practical tools to understand your company’s network positioning and what to do to build webs of relationships that provide competitive advantage and economic value.
Jeffrey Pfeffer, professor, Graduate School of Business, Stanford University and co-author of The Knowing-Doing Gap.

The book, Network Advantage, presents compelling ideas and is a must-read. It articulates three different perspectives to think about a firm’s network advantage and shows how a firm can maximize the value of its alliance network. The book is filled with theoretical and practical insights on the topic and offers captivating case studies to illustrate its key points. It is fun to read. I highly recommend this book.
—W. Chan Kim, The BCG Chair Professor of INSEAD and the Co-director of the INSEAD Blue Ocean Strategy Institute

In this eminently researched book, the authors show how executives and entrepreneurs alike can unlock the value of alliances. And the book comes with some "secrets" to success that most managers overlook. Every CEO, executive and entrepreneur who are collaborating with other firms ought to read this book.
—Morten T. Hansen, Professor at University of California at Berkeley, author of Collaboration and co-author of Great by Choice.

Don’t compete alone! “Network Advantage” provides a fresh perspective on how all firms can benefit from their alliances and partnerships.  The authors seamlessly integrate academic research and real life examples into a practical step by step guide for unleashing the power, information and cooperation advantages available in networks. A must read for thoughtful executives and entrepreneurs alike.
—Stein Ove Fenne, President, Tupperware U.S. & Canada

Having the "right" business network is everything for a company's success in Asia and worldwide. With its rich cases and practical tools, this book is an indispensable guide for a thoughtful executive on how to design, build and manage a network that will make your firm globally competitive.
—Yong-Kyung Lee, Former CEO of Korean Telecom, Member of the Korean National Assembly. 

Alliances and Partnerships, in their various formats and guises, are the bridges that allow businesses to thrive in their ecosystems by leveraging each other's strengths. The authors show how those bridges, when used appropriately, can help your firm create an alliance network to enhance your business power. The book contains many examples and models to help you shape your own alliance strategy in a world of ever increasing co-opetition.
—Ricardo T. Dias, Strategic Alliances Director, Hewlett Packard (HP) Software, Asia Pacific & Japan

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About the author

Henrich Greve is a Professor of Entrepreneurship and the INSEAD Chair of Organization and Management Theory. He holds a Ph.D. in Business Administration from Stanford University Graduate School of Business. He does research on organizational networks and learning, and he teaches strategy and organizational change for executives at the Singapore campus of INSEAD.

Tim Rowley is a Professor of Strategy and Organizations at the Rotman School of Management, University of Toronto.  He teaches courses on competitive advantage and corporate governance, and his research is focused on how organizations are influenced by the network of relationships surrounding them.

Andrew Shipilov is Associate Professor of Strategy and Akzo Nobel Fellow at INSEAD. His research and teaching revolve around networks, innovation and competitive advantage. He holds a Ph.D. from the University of Toronto, Rotman School of Management.

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Additional Information

Publisher
John Wiley & Sons
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Published on
Nov 22, 2013
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Pages
320
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ISBN
9781118561409
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Language
English
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Genres
Business & Economics / Decision-Making & Problem Solving
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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Daniel Kahneman
Major New York Times bestseller
Winner of the National Academy of Sciences Best Book Award in 2012
Selected by the New York Times Book Review as one of the ten best books of 2011
A Globe and Mail Best Books of the Year 2011 Title
One of The Economist's 2011 Books of the Year
One of The Wall Street Journal's Best Nonfiction Books of the Year 2011
2013 Presidential Medal of Freedom Recipient
Kahneman's work with Amos Tversky is the subject of Michael Lewis's The Undoing Project: A Friendship That Changed Our Minds

In the international bestseller, Thinking, Fast and Slow, Daniel Kahneman, the renowned psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation—each of these can be understood only by knowing how the two systems shape our judgments and decisions.

Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives—and how we can use different techniques to guard against the mental glitches that often get us into trouble. Winner of the National Academy of Sciences Best Book Award and the Los Angeles Times Book Prize and selected by The New York Times Book Review as one of the ten best books of 2011, Thinking, Fast and Slow is destined to be a classic.

Chip Heath
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly.

In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results:

- The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients
- The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping 
- The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service 

In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
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