Strategic Repositioning by means of alliances: The Case of IBM
研究了IBM如何通过调整联盟网络（引入新伙伴、放松旧关系）从硬件制造商成功转型为全球服务与软件公司，说明联盟网络能帮助大企业克服惯性、实现大规模战略变革。
This paper aims to show that alliance networks can play an important role in facilitating large-scale strategic change projects. It focuses on the particular case of ibm, whose radical redirection from an exploitation strategy towards an exploration strategy was realized by major changes in its network strategy. We show that by involving new partners in the network and by loosening the ties with its existing partners, ibm managed to transform from a hardware manufacturing company to a global service provider and software company. The findings suggest that the traditional view of large firms as being slow to adapt may not be valid because alliance networks can be used to overcome inertia.