@article{oai:sapporo-u.repo.nii.ac.jp:00005911,
 author = {勝二, 俊和 and ショウジ, トシカズ and SHOJI, TOSHIKAZU},
 journal = {産研論集},
 month = {Mar},
 note = {P, The primary objective of the dissertation is to compare and contrast two strategies of international corporate relations; "strategic alliances" and "mergers and acquisitions". The focus would be on Honda, Rover and BMW which exhibited characteristics, strengths and weaknesses of both "strategic alliances" and "mergers and acquisitions" The thesis will also demonstrate how the BMW deal caused instability and thus made the alliance vulnerable. When companies like Honda, Rover and BMW adopt either a strategic alliance or a merger and an acquisition, they tend to have uniform objectives. Entrance to new markets, development of new products and improvement of organisational structures should be a company's ultimate goal. On the contrary the Honda-Rover alliance did not last long as it was broken by the acquisition of Rover by BMW. The theoretical approaches to both strategic alliance and merger and acquisition adopted by the car companies contrasted each other. Strategic alliances are characterised by friendly and safer approaches, which usually delays a company from achieving its objective. At times mergers and acquisitions can be subjected to a hostile environment, which can easily be overcome by the company's willingness to expand its productive capacity. Due to its long-term nature, a strategic alliance tends to distort corporate goals. Lack of formal contract between companies is likely to destabilise the alliance. On the other hand, a merger and an acquisition incurs financial risks, which can create complex and conflicting objectives for the company.},
 pages = {49--90},
 title = {国際的組織間関係 : 戦略的提携とM&A : ホンダ・ローバー・BMWの場合},
 volume = {19},
 year = {1998}
}