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Strategic alliances are generally analyzed as planned and rational developments with clearly measurable outcomes in traditional management textbooks. Mark de Rond argues that such a view is unrealistic. Instead, he emphasizes the social dimension and the importance of the individuals involved inside alliances. Based on indepth case studies of three major biotechnology alliances, the book combines insights from social theory and intellectual history with more mainstream strategic management literature. It provides a thoughtprovoking analysis that appeals to the reflective professional as well as academic researchers.
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