| dc.contributor.author | Mehta, Dhawal | |
| dc.contributor.author | Samanta, Sunil | |
| dc.date.accessioned | 2010-10-08T04:31:49Z | |
| dc.date.available | 2010-10-08T04:31:49Z | |
| dc.date.copyright | 1996 | |
| dc.date.issued | 1996-10-08T04:31:49Z | |
| dc.identifier.uri | http://hdl.handle.net/11718/9441 | |
| dc.description | Vikalpa, Vol. 21, No. 2, (April-June, 1996), pp. 15 - 29 | en |
| dc.description.abstract | In the current scenario of globalization of
business, strategic alliance is emerging as
a powerful management tool in business
management. Though alliances are as old
as the industrialization during the 15th
and 16th centuries, they are being
refocused in the 20th century. But,
strategic alliance is not an unmixed
blessing as more number of alliances
have turned out to be failures.
In this article, Dhawal Mehta and
Sunil Samanta discuss the nature and
significance of strategic alliance by citing
a few recent cases of strategic alliances in
the Indian industry, argue out why
strategic alliance should be resorted to,
and list out do's and dont's to enable
Indian companies to successfully catapult
themselves to the mainstream of global
business. | |
| dc.language.iso | en | en |
| dc.subject | Strategic Alliance | en |
| dc.subject | Business Management | en |
| dc.title | The nature and significance of strategic alliance | en |
| dc.type | Article | en |
