Books about alliances seem to fall into two categories. There is the slim volume for sale at airport bookstalls, which uses anecdotal evidence from a large number of existing alliances and then seeks to draw universal laws. I think that this sort of book is best appreciated at 28,000ft, because this seems to be about as close as the authors managed to get to the reality of business relationships.

Then there is category involving mind-numbingly detailed analysis of a few relationships, where the key points and process of asking yourself what you can learn from these experiences are lost in the noise of situational detail. I am happy to say that this particular book strikes a nice balance between numerous real examples and generalised “best practice guidelines” that suggest to the reader what to do - and what not to do. One of the challenges of discussing alliances is the absence of a clear framework that can distinguish different forms of relationships. How can we explain the differences between joint ventures, consortia, licensing deals and partnerships? How do businesses select the most appropriate form for a given circumstance? Robert Mockler draws on a vast range of real examples to address these questions and provides genuinely useful advice. Contingency theory is the underpinning logic, so the manager looking for an “alliancing by numbers” text will be disappointed. It really does all depend on a wide range of issues, and this book’s strength is in distilling the right questions to ask, rather than simply providing pat answers. It is not a book about partnership sourcing, so I think it would be most relevant to managers seeking to develop their thoughts and practice in terms of business-to-business relationships of all types. Mockler explores issues of strategic and operational fit in an authoritative tone, without being too academic. Many examples are direct from chief executives of companies such as Gillette, Disney, Coca-Cola, Chrysler, News International and General Electric. And he isn’t afraid to explore why some alliances fail, as well as why others succeed. Furthermore, the book tries to cover the additional complications presented by having multiple nationalities involved in a relationship. However, I am surprised that no reference is made to the work either of Fous Trompenaars or Geert Hofstede, or any other serious exploration of cultural diversity. Some of the sections on national cultural characteristics are somewhat gauche. “The USA is known as the melting pot of the world since it has such a wide range of cultures within its borders,” the author writes. That will explain the cultural literacy of some Americans abroad, then. That apart, I think that this book is a worthwhile investment. Any book that includes advice such as “keep lawyers informed and consult them for guidance, but where possible be careful not to introduce them into the negotiations before relationships have been developed” surely must be worth a look. Paul Rogers PMMS