Springer

  • This practical breakthrough introduces a robust framework for family and couples therapy specifically designed for working with difficult, entrenched, and court-mandated situations. Using an original model (the System for Observing Family Therapy Alliances, or SOFTA) suitable to therapists across theoretical lines, the authors detail special challenges, empirically-supported strategies, and alliance-building interventions organized around common types of ongoing couple and family conflicts. Copious case examples illustrate how therapists can empower family members to discover their agency, find resources to address tough challenges, and especially repair their damaged relationships. These guidelines also show how to work effectively within multiple relationships in a family without compromising therapist focus, client individuality, or client safety. Included in the coverage:Using the therapeutic alliance to empower couples and families
    Couples' cross-complaints
    Engaging reluctant adolescents...and their parents
    Parenting in isolation, with or without a partner
    Child maltreatment: creating therapeutic alliances with survivors of relational trauma
    Disadvantaged, multi-stressed families: adrift in a sea of professional helpers
    Empowering through the alliance: a practical formulationTherapeutic Alliances with Families offers powerful new tools for social workers, mental health professionals, and practitioners working in couple and family therapy cases with reluctant clients and seeking specific, practical case examples and resources for alliance-related interventions.          

  • This volume casts light on mergers and alliances in higher education by examining developments of this type in different countries. It combines the direct experiences of those at the heart of such transformations, university leaders and senior officials responsible for higher education policy, with expert analysts of the systems concerned.Higher education in Europe faces a series of major challenges. The economic crisis has accelerated expectations of an increased role in addressing economic and societal challenges while at the same time putting pressure on available finances. Broader trends such as shifting student demographics and expectations, globalisation and mobility and new ways of working with business have contributed to these increased pressures. In the light of these trends there have been moves, both from national or regional agencies and from individual institutions to respond by combining resources, either through collaborative arrangements or more fundamentally through mergers between two or more universities.After an introductory chapter by the editors which establishes the context for mergers and alliances, the book falls into two main parts. Part 1 takes a national or regional perspective to give some sense of the historical context, the wider drivers and the importance of these developments in these cases. Included are both systemic accounts (for countries as France, Sweden, Romania, Russia, Wales and England), and specific cross-cutting initiatives including a major facility at Magurele in Romania and a Spanish programme for promoting international campuses of excellence. Part 2 is built from specific cases of universities, either in mergers or alliances, with examples from different countries (such as France, UK, Romania, Spain, Germany, Denmark, Finland, Switzerland). A concluding chapter by the editors assesses these experiences and indicates the implications and future needs for understanding in this domain.

  • ?A major problem arising in airline alliances is to design allocation mechanisms determining how the revenue of a product should be shared among the airlines. The nucleolus is a concept of cooperative game theory that provides solutions for allocating the cost or benefit of a cooperation. This work provides fair revenue proportions for the airline alliances based on the nucleolus, which assumes a centralized decision making system. The proposed mechanism is used as a benchmark to evaluate the fairness of the revenue sharing mechanisms, where the alliance partners behave selfishly. Additionally, a new selfish revenue allocation rule is developed that improves the performance of the existing methods.

  • Effective management is crucial to the success of the inter-firm cooperation, and may reduce the risk that is inherently associated with these strategies. If cooperative strategy is to be successful, managers must have knowledge of factors that should be taken into consideration during formation and management of alliance networks. Therefore the main goal of this book is an understandable and simple presentation of the complexity involved in the management of alliance networks at three basic stages: formation stage, functioning stage, and post-operational stage. The book consists of six chapters, both theoretical and practical. A new model for management of alliance networks, which utilizes different instruments and tools, has been developed in the work. The last part of the book concentrates on the management of alliance networks in a practice-based framework based on the example of an engineering company which has formed a portfolio of bilateral alliances.?

  • Options in Alliances

    Francesco Baldi

    • Springer
    • 29 Novembre 2012

    The real options-based conceptual framework for alliance-making presented here responds to the challenge of developing a new metrics for managing strategic partnerships in the face of uncertainty. Such a framework involves: mapping (and selecting one of) the various staged paths envisioned for the start-up and development of the alliance in terms of strategic options exercisable over the lifetime of the cooperative venture; assessing the incremental, synergistic value of those options (if exercised on the net, tangible and intangible, assets of the venture); anticipating the potential impact of risks on the success/failure of the venture and associated synergistic value erosion; defining the optimal option map for implementing the strategic alliance via potential, successive adjustments to the initial strategy (information loop is closed).

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