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Forming Alliances: Shaping Identities
John Wiley and Sons Ltd, June 2008, Pages: 240
Forming Alliances provides evidence that some firms form alliances in part motivated by the wish to change their organizational identity. It encourages readers to develop a more holistic view of alliance formation that takes account of social and cognitive perspectives.
The case discussed in this book is that of the major multinational alliance between British Petroleum and the Norwegian oil company, Statoil, which lasted for eight and a half years. The study illustrates how Statoil used the alliance as a vehicle for changing their organizational identity from a domestic to an international oil company; while BP attempted to project a more positive image in developing countries through an alliance through the more palatable Statoil.
The book is based on ten years of first-hand working knowledge and empirical data. It draws on a wide range of sources, including participant observation, archival materials, secondary data, and 120 interviews conducted at different hierarchical levels inside both partner companies
Author information
Lin S. Lerpold is Assistant Professor at the Stockholm School of Economics. Her professional experience includes years of international strategic planning, project management, and consulting within the international oil industry.
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