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Article
Partnering with the unfamiliar : lessons from the case of Renault and Nissan
in Business strategy review, 13 (2)
ISSN : 0955-6419Voir la revue «London Business School Review»
Autres numéros de la revue «London Business School Review»
Companies are increasingly forming alliances with unfamiliar, often even unlikely, partners in the search for greater geographic coverage and complementary skills. How can such odd couples effectively co-operate in practice? They can – if they put the formation of a successful alliance at the centre of their strategies.
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