Strategic alliances are generally analyzed as planned and rational developments with clearly measurable outcomes in traditional management textbooks. Mark de Rond argues that such a view is unrealistic. Instead, he emphasizes the social dimension and theimportance of the individuals involved inside alliances. Based on in-depth case studies of three major biotechnology alliances, the book combines insights from social theory and intellectual history with more mainstream strategic management literature. It provides a thought-provoking analysis that appeals to the reflective professional as well as academic researchers.

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