Both the pfizer example at the beginning of the chapter and, Ask an Expert

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Both the Pfizer example at the beginning of the chapter and the GE–Mitsubishi case at the end of the chapter illustrate what appear to be very poor partnering decisions and actions by corporate leaders. What might account for this? Are there lessons here for managers and executives trying to build productive partnerships? Explain

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Operation Management, Management Studies

Category:- Operation Management
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