The pressures of global competition are forcing radical changes on American corporations. Taken together, these changes constitute a radically different pattern of relationships with competitors, suppliers, and government. In place of adversarial, short-term, contractual, and rigid relationships are ones which are more cooperative, intimate, long-term, consensual, and flexible. The transition is shocking to many managers who find it hard to adjust old assumptions to conform to the new reality. The authors present ways to effectively manage the transition to new relationships for competitiveness.
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