ABSTRACT
Using a series of twelve historical case-studies that are based on extensive archival research, this book explains why firms succeed or fail in communicating or transferring knowledge and discovering new expertise. By analysing how workable trade-offs between opposing forces have been achieved in the past, this study provides a set of guidelines for executives who embark upon inter-firm projects.
TABLE OF CONTENTS
chapter 2|21 pages
Agency agreements in international business: dynamic model of shipowner–agent relations, 1870–1939
Dynamic model of shipowner– agent relations, 1870–1939
chapter 3|19 pages
A family-based network
The Holt–Swire–Scott connection, decision-support systems and staff development, 1860–1970
chapter 5|19 pages
A purchasing co-operative: the Steel Manufacturers’ Nickel Syndicate, 1901–39
The Steel Manufacturers’ Nickel Syndicate, 1901-39
chapter 6|17 pages
A licensing pyramid
John Brown Company and International Curtis Marine Turbine Company, 1908–29
chapter 8|21 pages
Learning within an inter-organisational group
The Union Steamship Co. and oil propulsion, 1912–39
chapter 9|18 pages
A joint exploration venture
Western Mining Corporation and Hanna/Homestake, 1960–72
chapter 10|18 pages
Contracts based on knowledge
The J. Walter Thompson Company and Unilever – compounding intangible assets, 1900–70
