2003-12-01
Value creation and the alliance experiences of dutch companies
Publication
Publication
Long Range Planning , Volume 36 - Issue 6 p. 533- 542
This paper examines the effect on the market valuation of large Dutch companies following the announcements of international strategic alliances during the period 1985-1992. The effects are distinguished by type of alliance and country of origin of the partnering firms. While international strategic alliances are generally found to have a positive effect on a company's market value, strategicall and culturally distant foreign partners generate a strong negative effect. The results underscore the importance of conducting a strategic, operational and cultural audit of the partnering companies and the envisaged partnership. The audit needs to be taken as a starting point in developing the essential co-operation skills to make the alliance work and should become integrated within a comprehensive performance scorecard.
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doi.org/10.1016/j.lrp.2003.08.012, hdl.handle.net/1765/56703 | |
Long Range Planning | |
Organisation | Erasmus Research Institute of Management |
Sleuwaegen, L., Schep, K., den Hartog, G., & Commandeur, H. (2003). Value creation and the alliance experiences of dutch companies. Long Range Planning, 36(6), 533–542. doi:10.1016/j.lrp.2003.08.012 |