Strategic alliances look set to dominate the business landscape for some time to come despite the complexities involved. They are not, as some American literature suggests, always simply a 'second best' option or the first move towards a merger. Alliances can be real learning opportunities and provide avenues for organisations to extend their capabilities and markets. The latest phase of the Roffey Park Mergers and Alliances programme has involved two years of research with a wide variety of organisations and individuals. It covers diverse collaborative forms, from joint ventures to loose partnerships and across public and private boundaries.
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