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By Gordon H. Boyce

Utilizing a sequence of twelve ancient case-studies which are in response to broad archival learn, this publication explains why businesses prevail or fail in speaking or moving wisdom and learning new services. through analysing how doable trade-offs among opposing forces were completed long ago, this research presents a suite of instructions for executives who embark upon inter-firm tasks.

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Extra resources for Co-operative Structures in Global Business: Communicating, Transferring Knowledge and Learning across the Corporate Frontier (Routledge International Studies in Business History)

Sample text

Stephen Furness’s aim was to enhance the stature and contacts of the new branch while preserving the management skills and local knowledge of the Kennedy brothers. 2 to shift left). Stephen Furness observed that the senior partners, ‘Dresel and Rauschenberg practically do nothing, and … it is just a question of time [before junior partner] Sidebotham … start[s] on his own account, or take[s] … a larger interest’ in the firm (1911 Report). He took the precaution of entering into ‘a private arrangement with [Sidebotham] that he make no agreements to bind his future without consulting me’.

However, the shipowner cannot estimate ACa, but the agent’s local information enables him to approximate ACb. ACa1 and ACb1 represent lower-cost levels that the two parties can achieve as trade grows and as learning raises efficiency. The shipowner and the agent possess reputations, resources, and information that attract a given volume of cargo. 4). By co-operating they can win a quantity of cargo equal to O– RRIa. 3. 1 show the relative power of shipowner and agent. Both parties also have wider resources, beyond New York and the New York– London trade, that enable them to generate other business and associated quasirents.

1 will move to the right until it reaches the switch point S, where it will become economic for the shipowner to establish his own branch office in New York. 4) tends to deter him. 1. On the other hand, ACa may also fall over time to ACa1 as the agent secures further economies of scale and scope from the growing size and range of operations. The outcome of these movements may not reduce the size of the agent’s quasi-rent stream. 2 RRIa– RRIaNY and quasi-rent 1, 2, 3, 4). In this case, COMMp will not fall by much because the commissions charged to other shipowners will remain the same (any fall in COMMp will reflect the concession made to the shipowner he serves in the London to New York trade).

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