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Not by strategic partnerships alone: managing a portfolio of relationships (RV of 96/30/TM)

Author: Bensaou, Ben INSEAD Area: Technology and Operations Management Series: Working Paper ; 97/110/TM (revised version of 96/30/TM) Publisher: Fontainebleau : INSEAD, 1997.Language: EnglishDescription: 26 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: In this paper we want to call against taking too far the recent fad for "strategic partnership" and correct the myth that Japanese firms manage by "strategic partnerships". We empirically show that at the macro level, looking across a wide range of products and markets, their decisions and behaviors converge with those of their U.S. counterparts and follow rather a logic of "managing a portfolio of relationships". Using primary data we collected on a systematic cross-section of 447 buyer-supplier relationships in the U.S. and Japanese automobile industries we uncover four genetic types of relationships (market exchange relations, buyer captive, strategic partnerships and supplier captive relations).Contrary to popular belief there is a high ratio of "market exchange" relations in Japan and conversely a high ration of "strategic partnerships" in the U.S. market Previous title: Not by partnership alone: managing a portfolio of relationships - Venkatraman, N;Bensaou, Ben - 1996 - INSEAD Working Paper
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In this paper we want to call against taking too far the recent fad for "strategic partnership" and correct the myth that Japanese firms manage by "strategic partnerships". We empirically show that at the macro level, looking across a wide range of products and markets, their decisions and behaviors converge with those of their U.S. counterparts and follow rather a logic of "managing a portfolio of relationships". Using primary data we collected on a systematic cross-section of 447 buyer-supplier relationships in the U.S. and Japanese automobile industries we uncover four genetic types of relationships (market exchange relations, buyer captive, strategic partnerships and supplier captive relations).Contrary to popular belief there is a high ratio of "market exchange" relations in Japan and conversely a high ration of "strategic partnerships" in the U.S. market

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