The case describes the strategic situation and Carlos Ghosn, the Renault-Nissan Alliance in 2008 and beyond. Affects a number of strategic questions about how to a greater extent that the potential of the new organizational form – a kind of supra-corporate ecological system – that is the alliance. A second set of questions concerns the development of the strategic alliance – what Ghosn calls the “fourth stage” – in light of the dynamic forces that are reshaping the global automotive-… Read more »

The case describes the strategic situation and Carlos Ghosn, the Renault-Nissan Alliance in 2008 and beyond. Affects a number of strategic questions about how to a greater extent that the potential of the new organizational form – a kind of supra-corporate ecological system – that is the alliance. A second series of strategic questions concerning the development of the Alliance – which Ghosn calls the “fourth stage” – in light of the dynamic forces that are reshaping the global automotive industry, and especially the question of how to scale up the alliance further. A third set of questions relates to the strategic development of strategic leadership ability of the Alliance and the changing role of Ghosn as CEO of both Renault and Nissan.
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from
Robert A. Burgelman,
Sara Leslie Gaviser
Source: Stanford Graduate School of Business
43 pages.
Release Date: 19, May 2008. Prod #: SM166-PDF-ENG
The Renault-Nissan Alliance in 2008: Exploiting the potential of a new form of organization HBR case solution