This book reviews the state of current thinking in the field of cooperative strategy, identifying some of the key issues being addressed by theorists and practitioners alike. Many books on the topic confine themselves to one theoretical approach, whether it be transaction cost economics, resource dependence theory, game theory, or the positioning school. In contrast, this book approaches the design, management, and dynamics of alliances from multiple viewpoints, thus seeking to provide the reader with a comprehensive and stimulating treatment. The first chapter attempts a review of the current state of theory on the rationale for cooperative strategy. It emphasizes the breadth and diversity of theories-economic, strategic, psychological, and sociological-that have been used to explain and inform the phenomenon of cooperation in otherwise competitive business environments. Contributors to the book include Peter J. Buckley, Stephen Tallman, Alan Rugman, Ray Loveridge, Barbara Gray, Mitchell P. Koza, Andrew C. Inkpen, P. Christopher Earley, John Child, Ranjay Gulati, and Ed Zajac. A foreword is provided by Yves L. Doz. In all, the book presents a rich and wide variety of contributions from some of the best minds in the field.

thought-provoking and challenging * Journal of International Business Studies *
this volume accomplishes a remarkable task of presenting important thinking on firms' cooperative strategies - all in a four-hundred-page book * Academy of Management Review *
Cooperative Strategy has much to offer, both in terms of the diversity of intellectual perspectives on firms' cooperative arrangements and the forms in which these arrangements manifest themselves * Academy of Management Review *
The list of contributors to the collection is formidable ... and ... would catch the eye of anyone who has even a passing interest in international business and cooperative strategy research. * Andrew Delios, Journal of International Business Studies, March 2001 *

Dr David Faulkner is University Lecturer in Strategic Management, Said Business School, and a Tutorial Fellow of Christ Church, University of Oxford. He is a Deputy Director of the Said Business School in charge of the MBA programme. Mark de Rond is Assistant Professor in the Department of Strategy and Management at ESSEC, France. He has been a lecturer in Management Studies at University College, Trinity College, and Lady Margaret Hall, Oxford University, and is an Adjunct Professor at Andrew University, Michigan, USA.