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    Alliance Formation, Both Globally and Locally, in The Global Automobile Industry

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    Ella Davis
    This document discusses strategic alliances in the global automobile industry through a mini-case study and associated questions. It examines the Renault-Nissan alliance and other potential cooperative strategies between automakers. The questions focus on how the resource-based view of the firm can explain cooperative strategies; the relationship between a firm's core competencies and decisions to form alliances; what is meant by partners having "complementary assets"; and the risks and mitigation of risks in Renault and Nissan's alliance. It also asks if a network cooperative strategy between automakers could form and what conditions may influence such a decision.

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    Alliance Formation, Both Globally and Locally, in The Global Automobile Industry

    Uploaded by

    Ella Davis
    181 views6 pages
    This document discusses strategic alliances in the global automobile industry through a mini-case study and associated questions. It examines the Renault-Nissan alliance and other potential cooperative strategies between automakers. The questions focus on how the resource-based view of the firm can explain cooperative strategies; the relationship between a firm's core competencies and decisions to form alliances; what is meant by partners having "complementary assets"; and the risks and mitigation of risks in Renault and Nissan's alliance. It also asks if a network cooperative strategy between automakers could form and what conditions may influence such a decision.

    Original Description:

    fdsedxx

    Original Title

    Activity 8-Chapter 9

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    This document discusses strategic alliances in the global automobile industry through a mini-case study and associated questions. It examines the Renault-Nissan alliance and other potential cooperative strategies between automakers. The questions focus on how the resource-based view of the firm can explain cooperative strategies; the relationship between a firm's core competencies and decisions to form alliances; what is meant by partners having "complementary assets"; and the risks and mitigation of risks in Renault and Nissan's alliance. It also asks if a network cooperative strategy between automakers could form and what conditions may influence such a decision.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    181 views6 pages

    Alliance Formation, Both Globally and Locally, in The Global Automobile Industry

    Uploaded by

    Ella Davis
    This document discusses strategic alliances in the global automobile industry through a mini-case study and associated questions. It examines the Renault-Nissan alliance and other potential cooperative strategies between automakers. The questions focus on how the resource-based view of the firm can explain cooperative strategies; the relationship between a firm's core competencies and decisions to form alliances; what is meant by partners having "complementary assets"; and the risks and mitigation of risks in Renault and Nissan's alliance. It also asks if a network cooperative strategy between automakers could form and what conditions may influence such a decision.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 6

    Activity 8-Chapter 9

    Mini-Case Study

    Alliance Formation, Both Globally and Locally, in the


    Global Automobile Industry
    Questions:
    1. How can the resource-based view of the firm help us understand why firms develop
    and use cooperative strategies such as strategic alliances and joint ventures?
    2. What is the relationship between the core competencies a firm possesses, the core
    competencies the firm feels it needs, and decisions to form cooperative strategies?
    3. What does it mean to say the partners of an alliance have “complementary assets”?
    What complementary assets do Renault and Nissan share?
    4. What are the risks associated with the corporate-level strategic alliance between
    Renault and Nissan? What have these firms done to mitigate these risks?
    5. Is it possible that some of the firms mentioned in this Mini-Case might form a
    network cooperative strategy? If so, what conditions might influence a decision by
    these firms to form this particular type of strategy?

    Sources: 2013, Markets and makers: Running harder, Economist, April 20, ss4-ss7; J.Boxell, 2013 Peugeot reaffirms push into BRICs, Financial Times,
    www.ft.com, February 7.
    Instructions:
    1. Make your own ppt for your answer. Divide the task among the
    members. Each slide corresponds one question. Please don’t forget to
    include the name of the member for each answer.

    2. Copy the questions but do not include this mini-case when you
    submit your answer.

    3. Be creative.

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