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Why do crucial business partnerships and alliances fail so often and how can you keep it from happening to you? Partnering with the Frenemy answers these questions, helping you anticipate, prevent, and solve the problems that lead close business relationships to implode.
Drawing on cutting-edge research, Sandy Jap illuminates the widespread “frenemy” phenomenon in organizational partnerships, where partners who start as non-competitive “friends” become “enemies” over time.
She identifies key economical and structural causes of “frenemization,” in which success creates imbalances in power dynamics, leading partners to generate resentment, contempt, and often direct competition. She also illuminates crucial social causes for partnership failure, where seemingly innocuous acts of interpersonal opportunism and “sins of omission” gradually poison collaboration.
To support her insights, she offers numerous case studies, both ongoing and historical, including Samsung/Google, Martha Stewart/Macy’s, Oracle/Sun Microsystems, Best Buy/Apple, Calvin Klein/Warnaco, and Nike/Footlocker. Most important, she offers specific recommendations for avoiding problems, revitalizing weakening partnerships, and recognizing when a partnership can’t be saved.
IT’S NOT JUST ABOUT CONTRACTS AND MONEY
Understand how to better manage emotions, suspicions, and expectations from Day 1
WHAT YOU CAN LEARN FROM OTHERS’ FAILING PARTNERSHIPS
Anticipate, prevent, and mitigate the core causes of business relationship failure
RECOGNIZE PARTNERING “OPPORTUNISM” BEFORE IT DESTROYS COLLABORATION
Fix partnering problems while you still can
IT’S NOT A MARRIAGE: HOW TO BECOME COMFORTABLE SAYING GOODBYE
Know when to end a partnership, and how to part as “friends”
Chapter 1: When the Good Goes Bad 15
Chapter 2: The Physics of Relationship Dynamics 33
Chapter 3: The Delicate Balance 59
Chapter 4: How Our Behavior Gets in the Way 95
Chapter 5: How We Justify Our Bad Behavior 125
Chapter 6: Why Trust Is Not Enough 149
Chapter 7: Solutions to Frenemization 183
Chapter 8: Practices for the Long Run 221