Strategic alliances and process redesign: effective management and restructuring of cooperative projects and networks
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Deutsch |
| Veröffentlicht: |
Berlin [u.a.]
<<de>> Gruyter
1995
|
| Schriftenreihe: | De Gruyter studies in organization
59 |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006556958&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XI, 314 S. zahlr. graph. Darst. |
| ISBN: | 3110139898 |
Internformat
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| 245 | 1 | 0 | |a Strategic alliances and process redesign |b effective management and restructuring of cooperative projects and networks |c Alexander Gerybadze |
| 264 | 1 | |a Berlin [u.a.] |b <<de>> Gruyter |c 1995 | |
| 300 | |a XI, 314 S. |b zahlr. graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 490 | 1 | |a De Gruyter studies in organization |v 59 | |
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| 650 | 7 | |a Joint ventures |2 gtt | |
| 650 | 7 | |a Samenwerkingsvormen (bedrijfseconomie) |2 gtt | |
| 650 | 4 | |a Strategic alliances (Business) | |
| 650 | 4 | |a Joint ventures | |
| 650 | 4 | |a Venture capital | |
| 650 | 0 | 7 | |a Reorganisation |0 (DE-588)4115744-8 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| DE-BY-TUM_call_number | 0002 WIR 553f 75.2003 A 644 |
|---|---|
| DE-BY-TUM_katkey | 735978 |
| DE-BY-TUM_location | 00 |
| DE-BY-TUM_media_number | 040044104561 |
| _version_ | 1821931081572548608 |
| adam_text | Contents
Part I: Introduction
Introduction: In Search of Useful Theories for Cooperation
and Process Redisign 3
1. Cooperation and Strategic Alliances: Empirical Evidence
and Theoretical Explanations 13
1.1 Basic Notions and Definitions for Cooperative Projects 13
1.2 Empirical Evidence for Increases and Changes in
Cooperative Investment Activity 20
1.3 Classical Explanations for Cooperation 26
1.3.1 The Argument of Investment Size 29
1.3.2 The Argument of Risk Sharing 31
1.3.3 The Argument of Synergy 32
1.4 Sustainable Differentiation through Alternative Modes of
Organisation 34
1.4.1 Case I: Integration Superior 34
1.4.2 Case II: Market Solution Superior 37
1.4.3 Case III. Collaboration Superior 38
1.5 Summary 41
Part II: Theoretical Building Blocs
2. Strategy, Process Redesign and Organization 47
2.1 Economic Theory and Strategic Investment Decisions 47
2.2 Wide Scope vs. Narrow Scope Economics 51
2.3 The Relationship between Strategic Objectives and Processes .... 55
2.3.1 Strategic Objectives as a Starting Point 55
2.3.2 Relationship between Objectives and
Process Characteristics 57
2.3.3 Implications on Organizational Structure 61
2.4 The Relationship between Processes and
Organizational Structure 62
VI Contents
2.4.1 Process and Task Analysis 64
2.4.2 Resource Specification and Ownership 66
2.5 Contract Specification and Endogenous Design of
Institutional Structures 70
3. Capital, Time, and Cooperative Contractive Modes 77
3.1 The Time Profile of Project Related Assets 78
3.1.1 Some Basic Characteristics of Capital Goods 78
3.1.2 The Consideration of Time in Capital Theory 80
3.1.3 Entry Time and Entry Cost 82
3.1.4 Exit Time and Exit Cost 85
3.2 Asset Specificity and Asset Complementarity 87
3.2.1 Asset Specifity 87
3.2.2 Asset Complementarity 91
3.3 Generic Contract Modes and Institutional Arrangements 93
3.3.1 A Capital Theoretical Interpretation of
Generic Contract Modes 94
3.3.2 A Capital Theoretical Interpretation of Institutions 96
3.3.3 The Role of Quoad Usum and
Quoad Sortem Contracts 99
3.4 A Capital Theoretical Interpretation of the Business Firm 101
3.5 A New Interpretation of Cooperation as an Option 105
4. Neo Institutional Explanations for Cooperative
Projects and Networks Ill
4.1 Entry Times and Exit Times and their Relevance
for the Analysis of Institutions 112
4.2 Advantages and Limits of Integration 119
4.3 Extensions of Neo Institutional Economics to
Hybrid Modes of Organization 125
4.3.1 Appropriability Regimes 127
4.3.2 Formation of a Dominant Design 129
4.3.3 Complementary Assets 132
4.3.4 Organizational Choices 136
4.4 The Network Model of Collaboration 138
Part HI: Project Structuring and Cooperation Design
5. A Model for Structuring Cooperative Investment Projects .... 147
5.1 Outline of the Model 147
Contents VII
5.2 Specification of Goals and Tasks of Independent Agents 152
5.3 Distribution of Resources between Independent Agents 161
5.4 The Formation of Appropriate Institutional Structures 167
5.4.1 Superiority of Markets 169
5.4.2 Superiority of Integrated Solutions 170
5.4.3 Superiority of Cooperative Solutions 172
5.5 Distributed Ownership and Task Specific
Contractual Arrangements 175
5.5.1 Decomposition of Tasks and Activities 175
5.5.2 Open Collaboration for High Technology Related Tasks . 177
5.5.3 Close Internal Control of Critical Tasks and Resources .. 180
6. Strategic Alliances and Restructuring in the
Telecommunication Satellite Industry 183
6.1 Telecommunication Satellite Technology and its Evolution 183
6.2 Decomposing Satellite Related Business Processes
and Industry Restructuring 187
6.3 Cooperative Associations for European Satellite Projects 193
6.3.1 Economic and Political Reasons for Cooperation 193
6.3.2 The German TV Sat Project 195
6.3.3 The Astra Satellite Project 200
6.3.4 The German DFS Kopernikus Project 203
6.3.5 Comparisons and Conclusions 205
6.4 Governance Modes for Competitive International
Satellite Programs 206
6.4.1 Integration Within Large Satellite Systems Firms 208
6.4.2 Upstram Networking with Specialized Suppliers 210
6.4.3 Downstream Diversification into Satellite
Operation and Services 214
6.5 An Industry in Transition:
The Case of the German Telecommunication Satellite Industry ... 217
7. Structuring Financial Arrangements for Start Up Projects .... 223
7.1 Theoretical Reasons for Multilateral Finance 225
7.2 Project Finance for Start Up Companies 230
7.2.1 Institutional Arrangements in the Venture Capital Business . 233
7.2.2 Fund Mediated vs. Direct Investment in Start up Firms . . . 236
7.2.3 Two Venture Capital (VC) Firms 239
7.2.4 A VC Firm and a Second Finance Institution 240
7.2.5 A VC Firm and an Industrial Corporation 242
VIII Contents
7.3 Syndicated Venturing as Special Form of Multilateral Finance .... 243
7.3.1 Reasons for Syndicated Venturing and its Importance .... 243
7.3.2 Syndicated Venturing in the United States 245
7.3.3 Syndicated Venturing in Western Europe and Germany . . . 249
7.4 Projects Involving Government as Financier 251
7.4.1 Reasons for Government Involvement
in the Venturing Process 251
7.4.2 Government as Source of Subsides: The German
TOU Program 255
7.4.3 Government as Co Investor: The BJTU Program 259
7.5 Conclusions for Multilateral Finance 262
Part IV: Policy Implications
8. New Cooperative Solutions and Public Private Partnership . . . 267
8.1 The Need for New Cooperative Solutions 267
8.2 The Social Dilemma for Public Investment and Finance 272
8.3 How to Design Complex Collaborative Projects 276
8.4 Effective Management of Public — Private Partnerships 279
8.5 New Forms of Financing Public — Private Partnerships 284
8.6 Some Concluding Principles 289 y
References 293
Index 307
List of Figures
Fig. 1: Cooperation Agreements as Relationships between Project
Objectives and Resources/Asset Bases
Fig. 1.1: Alternative Modes of Governance and Organization
Fig. 1.2: Objectives and Functions of Cooparative Investment Projects
Fig. 1.3: Non Sustainable Collaboration
Fig. 1.4: Cooperative Investment as Sustainable Solution
Fig. 1.5: Risk return Combinations for Two Independent Firms
Fig. 1.6: Risk return Combinations Attainable through Integration
Fig. 1.7: Comparison of the Integrated Solution with Collaboration
Fig. 1.8: Potential Disadvantages of Integration
Fig. 1.9: Superiority of Collaborative Investment
Fig. 1.10: Greater Degree of Flexibility Attained through Collaboration
Fig. 2.1: Traditional and Modern Theory of Investment and Finance
Fig. 2.2: Strategic Investment Decision Processes .
Fig. 2.3: The Wide angle and Narrow scope View of the Problem solving
Process
Fig. 2.4: Generic Characteristics of Strategic Objectives
Fig. 2.5: Processes with and without Intermediate Capital Goods
Fig. 2.6: Sequential and Complex Processes
Fig. 2.7: Endogenous Design of Institutional Structures
Fig. 2.8: Bohm Bawerk s Four Generic Cases of Complementary Resource
Ownership
Fig. 2.9: Alternative Contractual Arrangements and Coordination Mechanisms
Fig. 3.1: Types of Complementarities
Fig. 3.2: Entry Time and Entry Cost
Fig. 3.3: Exit Time and Exit Cost
Fig. 3.4: Generic and Specific Capital Goods
Fig. 3.5: The Value of Generic Assets
Fig. 3.6: Values and Exit Costs for Specific Assets
Fig. 3.7: The Neoclassical Production Structure
Fig. 3.8: The Austrian Structure of Production
Fig. 3.9: Capital Theoretical Explanation of a FirmCEs Growth
Fig. 3.10: Option Values versus Traditional NPV Calculations
Fig. 4.1: Entry and Exit Time versus Entry and Exit Cost
Fig. 4.2: Entry and Exit Time and Expected Consumption Period
Fig. 4.3: Early Introduction of Innovations and Shortened Lifecycles
Fig. 4.4: Impact of Early and Late Introduction Dates
X List of Figures
Fig. 4.5: Explanatory Factors within the Market and Hierarchy Paradigm
Fig. 4.6: Innovation Characteristics and the Market and Hierarchy Paradigm
Fig. 4.7: Impact of the Degree of Appropriability on Organization
Fig. 4.8: Dominant Design and Entry and Exit Lags
Fig. 4.9: Complementary Assets: Generic, Specific and Co specific
Fig. 4.10: Co specificity due to Long Entry and Long Exit Time
Fig. 4.11: Long Entry and Exit Times of Firms within a Dynamic Network
Fig. 5.1: The Generic Sequence for Structuring Cooperative Investment
Projects
Fig. 5.2: The Relationship between Agents and their Goals
Fig. 5.3: Goals and Processes Preferred within a Coalition
Fig. 5.4: The Relationship between Tasks and Specific Resources
Fig. 5.5: Evaluation of Critical and Non critical Resources
Fig. 5.6: Distribution of Resource Ownership in Coalition Ab ..., Ak
Fig. 5.7: Co specificity of Resources and Asymmetric Dependence between
Agents
Fig. 5.8: Factors Influencing the Design of Institutional Arrangements
Fig. 5.9: Factors Influencing the Superiority of Integrated Solutions
Fig. 5.10: Factors Influencing the Superiority of Collaborative Solutions
Fig. 6.1: The Satellite Broadcasting Chain of Activities
Fig. 6.2: Production Chain for Satellite Systems
Fig. 6.3: Efficient Boundaries for Large Satellite Systems Integrators
Fig. 6.4: Organization of the Satellite Production Chain and of Satellite
Services
Fig. 6.5: Strategic Groups for Telecommunication Systems in Germany
Fig. 7.1: Multilateral Project Finance as Endogenous Result of Project
Structuring
Fig. 7.2: Relative Importance of Financial Contract and Governance Modes
during the Lifetime of a Start up Project
Fig. 7.3: Finance Provided by One Single Venture Finance Institution
Fig. 7.4: Venture Finance Provided through a Fund
Fig. 7.5: Finance and Resources Provided by Two Venture Finance
Institutions
Fig. 7.6: Syndicated Co venturing Agreements for High Technology Related
Projects
Fig. 7.7: Syndicated Co venturing Agreements for Low Technology Related
Projects
Fig. 7.8: The Formulation of Joint Public Private Investment Projects
Fig. 7.9: The Co investment Model within the BJTU program
Fig. 7.10: The Loan Guarantee Model within the BJTU program
Fig. 8.1: Public Private Interaction and Modes of Governance and
Organization
Fig. 8.2: Privatization and Deregulation of Activities
List of Tables XI
Fig. 8.3: Decomposition of Tasks and Activities Related to Public Goods
Fig. 8.4: Regional Task Partitioning and Aggregated Project Design
Fig. 8.5: Types of Finance Dependent on the Time Horizon and on
Risk Levels
Fig. 8.6: Private and Public Finance of Investment Activities
Fig. 8.7: Types of Finance Differential by Major Project Phases
List of Tables
Table 1.1: Traditional versus New Explorations of Collaborative
Investment and Finance
Table 5.1: Relative Advantage of Flexible Collaborative Solutions
Table 6.1: Expected Restructuring of the Satellite Supply Sector
Table 7.1: Generic Financial Contracts and Governance Modes
Table 7.2: International Comparison of Syndicated Venturing
|
| any_adam_object | 1 |
| author | Gerybadze, Alexander 1951- |
| author_GND | (DE-588)120560003 |
| author_facet | Gerybadze, Alexander 1951- |
| author_role | aut |
| author_sort | Gerybadze, Alexander 1951- |
| author_variant | a g ag |
| building | Verbundindex |
| bvnumber | BV009900436 |
| callnumber-first | H - Social Science |
| callnumber-label | HD69 |
| callnumber-raw | HD69.S8G473 1995 |
| callnumber-search | HD69.S8G473 1995 |
| callnumber-sort | HD 269 S8 G473 41995 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 450 |
| classification_tum | WIR 533f |
| ctrlnum | (OCoLC)30735244 (DE-599)BVBBV009900436 |
| dewey-full | 658/.04420 658/.044 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658/.044 20 658/.044 |
| dewey-search | 658/.044 20 658/.044 |
| dewey-sort | 3658 244 220 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV009900436 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T09:44:08Z |
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| isbn | 3110139898 |
| language | German |
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| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-19 DE-BY-UBM DE-703 DE-12 DE-N2 DE-384 DE-473 DE-BY-UBG DE-739 DE-20 DE-91 DE-BY-TUM DE-945 DE-706 DE-521 DE-522 DE-523 DE-83 DE-188 |
| owner_facet | DE-355 DE-BY-UBR DE-19 DE-BY-UBM DE-703 DE-12 DE-N2 DE-384 DE-473 DE-BY-UBG DE-739 DE-20 DE-91 DE-BY-TUM DE-945 DE-706 DE-521 DE-522 DE-523 DE-83 DE-188 |
| physical | XI, 314 S. zahlr. graph. Darst. |
| publishDate | 1995 |
| publishDateSearch | 1995 |
| publishDateSort | 1995 |
| publisher | <<de>> Gruyter |
| record_format | marc |
| series | De Gruyter studies in organization |
| series2 | De Gruyter studies in organization |
| spellingShingle | Gerybadze, Alexander 1951- Strategic alliances and process redesign effective management and restructuring of cooperative projects and networks De Gruyter studies in organization Alliances stratégiques (affaires) ram Capital-risque ram Entreprises communes ram Joint ventures gtt Samenwerkingsvormen (bedrijfseconomie) gtt Strategic alliances (Business) Joint ventures Venture capital Reorganisation (DE-588)4115744-8 gnd Unternehmenskooperation (DE-588)4078604-3 gnd Organisationswandel (DE-588)4075693-2 gnd Strategische Allianz (DE-588)4274322-9 gnd |
| subject_GND | (DE-588)4115744-8 (DE-588)4078604-3 (DE-588)4075693-2 (DE-588)4274322-9 |
| title | Strategic alliances and process redesign effective management and restructuring of cooperative projects and networks |
| title_auth | Strategic alliances and process redesign effective management and restructuring of cooperative projects and networks |
| title_exact_search | Strategic alliances and process redesign effective management and restructuring of cooperative projects and networks |
| title_full | Strategic alliances and process redesign effective management and restructuring of cooperative projects and networks Alexander Gerybadze |
| title_fullStr | Strategic alliances and process redesign effective management and restructuring of cooperative projects and networks Alexander Gerybadze |
| title_full_unstemmed | Strategic alliances and process redesign effective management and restructuring of cooperative projects and networks Alexander Gerybadze |
| title_short | Strategic alliances and process redesign |
| title_sort | strategic alliances and process redesign effective management and restructuring of cooperative projects and networks |
| title_sub | effective management and restructuring of cooperative projects and networks |
| topic | Alliances stratégiques (affaires) ram Capital-risque ram Entreprises communes ram Joint ventures gtt Samenwerkingsvormen (bedrijfseconomie) gtt Strategic alliances (Business) Joint ventures Venture capital Reorganisation (DE-588)4115744-8 gnd Unternehmenskooperation (DE-588)4078604-3 gnd Organisationswandel (DE-588)4075693-2 gnd Strategische Allianz (DE-588)4274322-9 gnd |
| topic_facet | Alliances stratégiques (affaires) Capital-risque Entreprises communes Joint ventures Samenwerkingsvormen (bedrijfseconomie) Strategic alliances (Business) Venture capital Reorganisation Unternehmenskooperation Organisationswandel Strategische Allianz |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006556958&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV000015072 |
| work_keys_str_mv | AT gerybadzealexander strategicalliancesandprocessredesigneffectivemanagementandrestructuringofcooperativeprojectsandnetworks |
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Teilbibliothek Stammgelände
| Signatur: |
0002 WIR 553f 75.2003 A 644 Lageplan |
|---|---|
| Exemplar 1 | Ausleihbar Am Standort |