Abstract
What influences your partners' attitudes toward your alliance? What factors allow them to act on non-cooperative impulses? How can you structure your alliance to reduce opportunities for non-cooperation? This book explores the influences on a firm's attitudes toward its alliance, and highlights the connections between these factors. The book defines a framework to measure power and interdependence to determine which firms are able to act on non-cooperative impulses, and case studies illustrate how alliances may be structured to reduce opportunities for non-cooperation.