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In March of 2012, Boeing agreed to collaborate with China's Comac, which is actually something of a rival to Boeing in the commercial aerospace market (Toh, 2012). They partnered in an effort to curb the aviation industry's contribution to climate change. This is a classic example of a partnership formed to stimulate and manage innovation outside the boundaries of any given firm. This first partnership between Boeing and Comac aims to develop a single-aisle passenger aircraft. Boeing is partnering with a rival to challenge a market in which it already enjoys a significant advantage.
In your research, consider how organizations should exercise care when implementing alliances that produce innovation without harming the competitive standing of the alliance partners.
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