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　　Over the last few years, books on strategic alliances have

been in vogue -- especially ones that claim that the new economy

has overturned many old rules about self-sufficiency and

competition. That's because the new economy rewards speed and

specialization. Yet a more narrow focus on so-called core

competencies creates gaps in your operation -- gaps that need to be

filled by other organizations.

Some books, most notably Co-opetition, have gone so far as to

recommend cooperative relationships between traditional business

rivals. No doubt, there are some who will appreciate the logic

behind the theory but still balk at the actual practice -- as well

as those who simply prefer the tried and true crush-the-enemy

approach.

But no matter where you stand on the cooperate-conquer continuum,

two new books show you how to forge cooperative relationships with

parties that have no interest in stealing market share -- nonprofit

organizations. Corporations can simultaneously enhance their

reputations and their bottom lines. Nonprofits stand to gain

financially, too. The increased awareness can also attract

supporters and resources.

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　　Barry J. Nalebuff is the Milton Steinbach Professor at the

Yale School of Management. Nalebuff applies game theory to business

strategy and is the co-founder of one of America's fastest-growing

companies, Honest Tea.

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