Abstract
Harsh global competition has led a growing number of companies to forge alliances with foreign partners. In their efforts to anticipate or adapt to this new environment, companies often lack the necessary means to act independently. Consequently there has been an increase in co-operation agreements between American, European and Japanese companies over the last two decades2.
1. Translated from the French by Jean-François ALLAFORT, Professeur Agrégé d’Anglais, IEP, University of Bordeaux. Many thanks to Crispin GEOGHEGAN, Bournemouth University, for his helpful comments.
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Notes
Teaming up for the 90s, Timothy M. COLLINS, Thomas L. DOORLEY, Business One Irwin, Homewood, 1991.
La Conquête des marchés passe par l’art des alliances, Deloitte Touche Tohmatsu International, L’expansion Management Review, n°74, Autumn 1994.
Foreign enterprise in Japan, laws and policies, Dan Ferno HENDERSON, Charles E. Tuttle, Tokyo, 1983.
Enterprises japonaises et enterprises occidentales, la gestion des conflits, Jacques JAUSSAUD, Japon in Extenso n°30, march 1993, taken up in Problèmes Economiques, n°2354, 15/12/1993.
Faulkner David, ‘The Rover-Honda Alliance’ in SCHOLES KEVEN, JOHNSON GERRY, Exploring Corporate Strategy, Prentice Hall International, 1993, 3rd edition.
La cooperazione produttiva tra imprese italiane e giapponesi: il caso della joint-venture tra Fiat Geotech e Hitachi Construction Machinery Ltd, Francesco FORMICONI, Quaderni di Ricerca, March 1989, Instituto di Studi Economico-Sociali per T Asia Orientale (ISEAO), Universià Commerciale Luigi Bocconi, Milano.
The price revolution, Hiroshi FUKUNAGA, Kyoko CHINONE, Tokyo Business Today, October 1994.
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Nissan Affiliates to sell Ford cars, Hidenaka KATO, The Nikkei Weekly, 17/10/1994 and 26/09/1994.
Though 80% of the aerospace industry’s turnover in Japan is made with military orders from the government. Cf. Aerospace and Defense, Akihiko HARA, Japan Economic Almanac, 1992.
The corporate governance controversy, Fusahiro TANAKA, Tokyo Business Today, August 1993.
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Cf. Le Japan, premier constructeur automobile mondial, J. Jaussaud, Japon in Extenso, n°22, December 1991, or for the machine-tool sector
See Les modalités de pénétration des marchés étrangers, J. Jaussaud, in Le Commerce international aujourd’hui, Les Cahiers Français, n°253, October–December 1991.
‘The advantage of vertical integration is that adaptations can be made in a sequential way without the need to consult, complete, or revise interfirm agreements’. O. E. Williamson, 1985, op. cit. Chapter 3, p 78.
Le cas de Rhône-Poulenc au Japon, Gilles Barbier, Vice-Président, Japon in Extenso, n°18, December 1990.
Alliance Capitalism, the Social Organization of Japanese Business, Michael L. Gerlach, University of California Press, 1992.
Triad Power, the Coming Shape of Global Competition, Kenichi Ohmae, The Free Press, 1985.
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© 1997 Palgrave Macmillan, a division of Macmillan Publishers Limited
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Jaussaud, J. (1997). Cooperation and Strategic Alliances with Japanese Companies. In: Dzever, S., Jaussaud, J. (eds) Perspectives on Economic Integration and Business Strategy in the Asia-Pacific Region. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-25641-9_12
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