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1
Tianzi, Sang. "Some Notes on Sun Yatsen’s “Alliance with Russia” Policy." Vestnik NSU. Series: History and Philology 22, no. 4 (April 14, 2023): 140–47. http://dx.doi.org/10.25205/1818-7919-2023-22-4-140-147.
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Alliances are one of the most effective ways for states to preserve and gain power. The study of alliance formation has long been a prominent issue in international politics. This article examines the factors that influenced the alliance between Sun Yatsen’s regime and the Soviet government through the lens of alliance theory, taking the “alliance with Russia” of the Guangdong government led by Sun Yatsen in the early 20th century as the subject of study. The scientific innovation lies in the analysis of historical events and their causes from the perspective of international relations. Due to the complexities of the Chinese situation, the southern regime under Sun Yatsen coexisted with the Beijing government, but was not recognized as the official government of China. As a result, Sun Yatsen needed to use an “alliance approach” to seek the backing of external forces in order to keep his own regime secure. After several failed attempts to enter into alliances with Britain, the United States and Germany, Sun Yatsen eventually elected to join forces with the Soviet Russia. According to the alliance’s conclusion, four major factors influenced Sun Yatsen’s “alliance with Russia” policy: balance of threat, diplomatic assistance, ideology, and political infiltration. Among them, balance of threat was the main motivation for Sun Yatsen’s alliance with Russia, and while ideology was not an important factor influencing the alliance, the ability to provide assistance to Sun Yatsen’s regime played an important role in the establishment of the alliance, considering the huge power gap between the two sides. The Soviet political penetration of Sun Yatsen’s regime helped the alliance’s establishment, but also led to its final dissolution.
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Maikel Rudianto, Unggul Purwohendi, and Budi Santoso. "ANALYSIS OF THE PERFORMANCE DETERMINANTS OF THE ALLIANCE STRATEGY EMPIRICAL STUDY ON LEARNING GUIDANCE IN DKI JAKARTA." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 3, no. 2 (June 3, 2021): 82–110. http://dx.doi.org/10.21009/jdmb.03.2.5.
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The alliance strategy is one solution to the speed of competition in the business or business world. Strategic alliances are cooperative strategies in the form of partnerships that help unify each party's strengths to mutually benefit in the form of benefits and long-term competitiveness in the market. The alliance's strategy can be assessed as successful or not by measuring the strategic alliance's performance because the most commonly used alliance measure is performance. Whether or not an alliance strategy adopted by a company is healthy is to evaluate its alliance strategy's implementation.
This research was conducted using non-sampling or census methods as many as 132 (one hundred and thirty-two) branches in DKI Jakarta in one of the companies in the education sector originating from Japan and developing an alliance strategy in Indonesia. Data collection was carried out using a questionnaire and met with the owners or direct branch leaders.
From this study, it is concluded that Goodwill trust, Competence Trust, and Tangible & Intangible Resources Sharing positively influence the performance of the alliance strategy. Also, Tangible & Intangible Resources Sharing as an intervening variable can mediate the relationship between Goodwill trust and Competence Trust on the alliance's strategy's performance.
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de Man, Ard-Pieter, and Dave Luvison. "Sense-making's role in creating alliance supportive organizational cultures." Management Decision 52, no. 2 (March 11, 2014): 259–77. http://dx.doi.org/10.1108/md-02-2013-0054.
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Purpose – The aim of this paper is to analyze the way in which organizational culture affects alliance performance. The literature has begun to focus on intra-firm antecedents of alliance success, but so far has mainly focused on structural aspects like the presence of an alliance department. This paper proposes that interrelated processes of sense-making in alliances and sense-making about alliances shape organizational culture to make it more supportive of alliances. Design/methodology/approach – A survey was developed to operationalize an alliance supportive culture construct. Results from 179 alliance managers were analyzed to investigate the inter-relationship of alliance experience, alliance supportive culture and alliance performance. Findings – Alliance supportive culture was found to fully mediate the relationship between alliance experience and performance. This finding suggests that experience with alliances leads to better alliance performance when this experience is translated into the organizational culture. Research limitations/implications – Further research may explore how alliance culture interacts with structural elements of alliance management as identified in the alliance capability literature. The interaction between alliance culture and alliance capability is as yet unexplored. In addition, research may take place to explore which elements determine sense-making about alliances. Practical implications – Managers should not only focus on tools and processes to improve their alliance success. They should also augment the sense-making process about alliances and remove cultural impediments to working with alliances. Originality/value – Many studies have found a relationship between alliance experience and success. This paper shows this is not a direct relationship, but that it operates via cultural change based on sense-making about alliance experience. This mediation effect has not been established before.
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Rudianto, Maikel, Unggul Purwohedi, and Budi Santoso. "Analysis of Determinant Factors Performance of Alliance Strategy: Empirical Study in Learning Guidance in DKI Jakarta." International Journal on Advanced Science, Education, and Religion 3, no. 1 (March 26, 2020): 40–51. http://dx.doi.org/10.33648/ijoaser.v3i1.46.
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The alliance strategy is one solution to face the speed of competition in the business world or business. Strategic alliances are cooperative strategies in the form of partnerships that help bring together the strengths of each party in order to benefit each other in the form of long-term benefits and competitiveness in the market. The Alliance strategy can be judged successful or not by measuring the performance of the strategic alliance, because the most commonly used alliance measure is performance. So that a healthy alliance strategy implemented by a company is to see and evaluate the performance of the company's alliance strategy.This research was conducted with a non-sampling method or census of 132 (one hundred thirty-two) branches in DKI Jakarta in one of the companies in the field of education originating from Japan and developing an alliance strategy in Indonesia. Data collection is done by questionnaire and meet with the owners or branch leaders directlyFrom this study it was concluded that Goodwill trust, Competence Trust and Tangible & Intangible Resources Sharing had a positive influence on the performance of the alliance's strategy. Besides Tangible & Intangible Resources Sharing as an intervening variable is able to mediate the relationship of Goodwill trust and Competence Trust on the performance of the alliance's strategy.
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Sprecher, Christopher, and Volker Krause. "Alliances, Armed Conflict, and Cooperation: Theoretical Approaches and Empirical Evidence." Journal of Peace Research 43, no. 4 (July 2006): 363–69. http://dx.doi.org/10.1177/0022343306065881.
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Alliances are subject to many scholarly inquiries in international relations and peace research because they are major instruments of foreign and security policies. Since the early work on alliances produced by the Correlates of War (COW) project, there have been significant advances in conceptual, theoretical, and empirical alliance research. New typologies and data permit us to differentiate more thoroughly among a variety of alliance objectives and functions. Furthermore, there has been new theoretical and empirical research on alliance formation, alliance configuration/polarization, effects of alliances on military conflict, connections between alliances and trade, and the economics of alliances. Providing new theoretical approaches, data, and empirical evidence on alliances, this special issue includes articles that address alliance formation, alliance polarization, alliances and democratization, trade among allies, regional economic institutions with alliance obligations, and defense industrial policies of military alliances. The articles in this issue extend our understanding of alliances past the traditional realist balance-of-power framework and encourage further testing and refinement of older alliance arguments and extensions to new theoretical developments.
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Lichtenthaler, Ulrich. "Alliance portfolio capability." Journal of Strategy and Management 9, no. 3 (August 15, 2016): 281–301. http://dx.doi.org/10.1108/jsma-05-2015-0035.
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Purpose – The purpose of this paper is to develop a conceptual framework and propositions on a capability-based view that examine the role of a firm’s primary type of alliances, i.e., exploration or exploitation, in the determinants and impact of alliance portfolio capability. Design/methodology/approach – This is a conceptual research paper, which builds on prior conceptual and empirical management research. Findings – Regarding determinants, capability-based arguments indicate that firms with an emphasis on exploration alliances have higher levels of alliance portfolio capability. However, a focus on exploration alliances aggravates the development of alliance portfolio capability through alliance experience and a dedicated alliance function. Regarding impact, alliance portfolio capability may positively affect a firm’s alliance, innovation, and financial performance. While alliance portfolio capability is assumed to have an equally positive effect on alliance performance for all types of alliance portfolios, a relative focus on exploration alliances is expected to limit the positive effects of alliance portfolio capability on innovation and subsequent financial performance. Originality/value – These new conceptual arguments help to reconcile inconsistent earlier findings, and they deepen the understanding of interfirm differences in alliance portfolio capability and performance.
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Esen, A., and G. Alpay. "Exploring the impact of firm- and relationship-specific factors on alliance performance: Evidence from Turkey." South African Journal of Business Management 48, no. 2 (June 30, 2017): 11–21. http://dx.doi.org/10.4102/sajbm.v48i2.24.
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This study investigates the impact of firm-specific (i.e., alliance orientation and partner selection criteria) and relationship-specific (i.e., strategic fit, cultural fit, and organizational fit) factors on alliance performance and assesses the mediating role of trust in the relationship between relationship-specific factors and alliance performance. Partial least squares analysis is applied to a data set of 106 strategic alliances, including both equity alliances (joint ventures) and non-equity alliances (contractual alliances). The empirical results reveal that alliance orientation and strategic fit lead to superior alliance performance and that cultural fit is positively related to partner trustworthiness. The results have managerial implications regarding how to maximize the positive outcomes of an alliance.
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Christ, Margaret H., and Andreas I. Nicolaou. "Integrated Information Systems, Alliance Formation, and the Risk of Information Exchange between Partners." Journal of Management Accounting Research 28, no. 3 (July 1, 2016): 1–18. http://dx.doi.org/10.2308/jmar-51509.
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ABSTRACT Alliances are an important strategic tool for many companies. However, they are inherently risky and a large percentage of alliances fail. We examine the effects of integrated information systems (IISs) and alliance formalization (i.e., formal alliance controls) on information exchange risk and overall alliance risk. We develop a model that predicts that when firms are engaged in alliances with greater collaboration intensity (i.e., alliances with multiple objectives) they are more likely to use an IIS and a broad portfolio of formal controls to manage alliance risk. Using a survey of chief financial officers, we find that collaboration intensity is positively associated with IIS and alliance formalization. IISs are negatively associated with information exchange risk, but this effect is mediated by alliance formalization, suggesting that the formal controls implemented throughout the alliance, and within the IIS, are integral to reducing information exchange risk and, subsequently, overall alliance risk. Our study adds to the literature examining tools and strategies for effectively managing strategic alliances. JEL Classifications: B20; C31; C42; M40.
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Čirjevskis, Andrejs. "Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance." Journal of Risk and Financial Management 14, no. 8 (August 19, 2021): 385. http://dx.doi.org/10.3390/jrfm14080385.
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This paper aims to unbundle the antecedents of competence-based synergy in the strategic alliance formation process by employing the ARCTIC framework. The current research provides a new empirical application of the ARCTIC framework to reveal the success factors of reciprocal synergies of the Renault–Nissan–Mitsubishi strategic alliance in the automotive industry. By taking a resource-based view on the sources of competitive advantage, the current paper contributes to theoretical and practical issues of global strategic alliances as part of the existing literature on strategic management, international business, and corporate finance. By bridging qualitative and quantitative research methods, the paper provides validity to the ARCTIC framework with an application of the real option valuation. A conceptual model of research helps practitioners and scholars to explore critical success factors of alliance formation and to predict a competence-based synergy of strategic alliances. Future research may explore the institutional context of strategic alliances, specifically, exploring the impact of the French and Japanese governments on the Renault–Nissan–Mitsubishi alliance’s synergies.
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Filiou, Despoina, Heinz Tusselmann, and Lawrence Green. "The role of frequent engagement in alliances in firm likelihood to patent." European Journal of Innovation Management 23, no. 5 (November 27, 2019): 919–38. http://dx.doi.org/10.1108/ejim-12-2018-0266.
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Purpose The purpose of this paper is to explore the role of alliance experience in firm innovation; it argues that, while cumulative alliance experience has a marginally diminishing contribution to likelihood of firm innovation over time, frequent engagement in alliances and an expanding alliance portfolio inhabit an enhancing role. This reveals new dimensions to the role of alliance experience as an antecedent to firm learning in managing alliances and to the development of alliance capabilities. Design/methodology/approach The paper estimates a range of models identifying the relationship between alliance experience and firm innovation. The panel data sample captures the full range of firms active in the UK bio-pharmaceuticals sector during the early stages of its development observing them from 1991 to 2001. An exploratory case study analysis is employed to shed light on the nuanced factors linking frequent engagement in alliances to the development of practices for efficient alliance management. Findings The paper shows that cumulative alliance experience has a marginally diminishing contribution to likelihood of firm innovation over time, while frequent engagement in alliances and the ensuing expansion of alliance portfolios enhance firm innovation. The exploratory case analysis demonstrates a link between frequent engagement in alliances and the development of processes for alliance management that could collectively reflect alliance capabilities. Originality/value Contribution derives from a longitudinal analysis of an original panel data set that maps the UK bio-pharmaceuticals sector over the initial period of its development. The paper sheds light on factors that can compel firms to form alliance capabilities, and extends a currently thin body of work on the foundations and antecedents to alliance and alliance portfolio capabilities.
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Hampl, Nina. "Drivers of and barriers to partner switch in interfirm alliances: a conceptual model." Journal of Business Economics 90, no. 4 (November 30, 2019): 563–89. http://dx.doi.org/10.1007/s11573-019-00965-y.
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AbstractHistorically, research on alliance termination assumes that alliance partners only withdraw from alliances in the event of alliance failure (failure-driven alliance termination). However, recent research on the dissolution of alliances shows that firms also withdraw from alliances through alliance partner switch when they find options with higher match quality than the current partner (option-driven alliance termination). This paper builds on previous work in that field and develops a comprehensive conceptual model of drivers of and barriers to partner switch in interfirm alliances. Based on matching theory, the rectification of alliance partner fit is defined in relation to strategic need, social status and social power as the main drivers and switching costs, social embeddedness and social norms as the main barriers to partner switch. Furthermore, it is argued that market uncertainty and behavioural uncertainty as well as the financial strength and social status of the focal firm have a moderating effect on such drivers and barriers.
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Kinderis, Remigijus, and Giedrius Jucevičius. "STRATEGIC ALLIANCES – THEIR DEFINITION AND FORMATION." Latgale National Economy Research 1, no. 5 (October 21, 2013): 106. http://dx.doi.org/10.17770/lner2013vol1.5.1155.
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The article presents analysis of the definition of strategic alliances, the analysis of alliance and the research of a strategic alliance concept; furthermore, it focuses on the contingent hierarchy of alliances. The motives of strategic alliances formation, their categories, groups and benefit for business have been revealed in this article. Special attention is paid to the process of strategic alliance formation and the analysis of factors that influence the formation of strategic alliances and management success. Finally, the types of strategic alliances analyzed in the scientific literature are reflected and the theoretical insights of alliance formation, acquired through systemic analysis, are also presented in this study.
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Russo, Margherita. "Alliance Management as Source of a Successful Strategy." European Scientific Journal, ESJ 13, no. 7 (March 31, 2017): 110. http://dx.doi.org/10.19044/esj.2017.v13n7p110.
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In todays global environment, strategic alliances represent an important source of growth and competitive advantage; they allow firms to access new and critical resources and capabilities, to improve competitive position and rapidly to enter a new market In spite of the strategic importance of the alliances, they still exhibit a high failure rate; previous researches show that the half of the alliance formed end up as failure. The low success rate testifies firms difficulties in managing their alliance relationships and in ensuring enough success from them. In global markets, firms exhibit heterogeneity in terms of the overall alliance success; some firms achieve success from their alliance and others fail. Although most companies have realized the importance of strategic alliances, only few of them have developed the needed capabilities to manage them with success. In recent years, empirical studies found that firms with greater alliance success are those ones with superior management capabilities, termed in literature as alliance capabilities. This study is based on the assumption that the heterogeneity in alliance success rate is due to heterogeneity in firms level of management capabilities. Eli Lilly & Companys success in strategic alliances represents a clear example of company that understood the importance of developing an institutionalized approach of alliance management that improves the likelihood of alliance success.
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Prasad, Acklesh, Peter Green, and Jon Heales. "On Governing Collaborative Information Technology (IT): A Relational Perspective." Journal of Information Systems 27, no. 1 (October 1, 2012): 237–59. http://dx.doi.org/10.2308/isys-50326.
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ABSTRACT Organizations today invest in collaborative IT to engage in collaborative alliances to sustain or improve their competitive positions. Effective use of this collaborative IT in an alliance requires a deeper understanding of their governance structures. This effort is to ensure the sustainability of these alliances. Through the relational view of the firm, we suggest relational lateral IT steering committees, relational IT operational committees, and relational IT performance management systems as IT governance structures for collaborative alliances. We then incorporate these structures, develop a model for approaches to governing collaborative IT, and evaluate the effectiveness for such governance structures in the IT-dependent alliances. We suggest that IT governance efforts of an alliance should contribute to their collaborative rent. We also suggest that the collaborative rent of an alliance would relate to the business value of its alliance partners. Field survey data containing 192 responses indicate a positive influence of the suggested IT governance efforts of the alliance on the collaborative rent of the alliance. The results also suggest a positive impact of the collaborative rent of the alliance on the business value of the alliance partners.
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Kamaruzaman, Nabilah, Arnifa Asmawi, and Kok Wai Chew. "University-Industry R&D Alliances – An Exploration of Alliance Capabilities Measures." F1000Research 10 (September 22, 2021): 959. http://dx.doi.org/10.12688/f1000research.73093.1.
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Background: Alliance capabilities studies have long emerged since the 1990s, focusing mainly on firm-to-firm collaboration. However, research on university-industry alliances only emerged from the 2000s. Alliance capabilities are portrayed as a crucial condition to achieve the targeted collaboration outcomes and sustainable relationships. As most alliance capabilities studies focus on firm-to-firm collaboration, research on university-industry R&D alliance is still scarce. Thus, the measurement items for alliance capabilities in the university-industry R&D context are still under-developed. Thus, to investigate how alliance capabilities affect university-industry R&D performance in Malaysia, the relevant measures must first be defined. This paper intends to properly define the measurement items for alliance capabilities in the context of university-industry R&D alliances. Methodology: The alliance capabilities measures are adapted from various literature to accommodate both university and industry perspectives. In finalizing the measurement, in-depth pre-testing was conducted by five strategic management subject matter experts in ensuring face and content validity. Results: There are three alliance capability dimensions. The first dimension is alliance management capability which includes goal setting, process configuration, alliance structure, coordination, management support, and alliance evaluation. The second dimension is alliance integration capability which incorporates relational capabilities, inter-organizational communication, relational capital, and project team effectiveness. The third is alliance learning capability which measures alliance experience, knowledge articulation, knowledge sharing, knowledge codification, internalization, and relationship learning. Although this study successfully develops a set of measurement items for alliance capabilities in university-industry R&D, further statistical analysis is required to test this scale. Conclusion: To date, quantitative measurement items for alliance capabilities in the context of university-industry R&D alliances are still at the infancy stage. Although the measurements are yet to be statistically analyzed, they can be used as a benchmark for future university-industry R&D alliances studies.
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Bleijerveld, Jeroen F. J., Dwayne D. Gremler, and Jos G. A. M. Lemmink. "Service alliances between unequals: the apple does not fall far from the better tree." Journal of Service Management 26, no. 5 (October 19, 2015): 807–22. http://dx.doi.org/10.1108/josm-06-2015-0183.
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Purpose – Brand alliances take various forms, yet academic research has not investigated how value spillovers differ between partners. The purpose of this paper is to address psychological mechanisms to uncover consumers’ perceptions of a service alliance when a strong service brand partners with a weak one. Design/methodology/approach – An experiment used a 2 (perceived value of parent brand X: high vs low)×2 (perceived value of parent brand Y: high vs low)×2 (alliance contribution: equal vs unequal) full-factorial between-subjects design. Findings – Service alliance value is maximal when both parent brands have high perceived value but is lowest when both are of low perceived value. When their perceived value varies, the alliance value approximates the higher rather than the lower value parent. This effect increases with the relative size of a parent brand’s contribution to the alliance service. Alliances also enhance perceptions of the value of each parent brand. Practical implications – In an alliance between a strong and a weak service brand, the strong brand lifts the alliance, and consumers perceive high value. Companies should avoid service alliances with weaker brands that make major contributions. Originality/value – This study investigates how value spillovers vary across different forms of service alliances. Moreover most alliance research focusses on products while services (such as education) are more involved in alliances than ever.
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Muthusamy, Senthil Kumar, and Parshotam Dass. "When “trust” becomes more or less salient for alliance performance? Contextual effects of mutual influence, international scope, and coopetition." Journal of General Management 46, no. 2 (January 2021): 144–55. http://dx.doi.org/10.1177/0306307020942461.
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Extant research on strategic alliances has established that contractual controls do not provide a complete safeguard to avert an alliance failure, and that alliance governance needs to be reinforced with relational norms such as trust. However, there is scant research evidence available on whether interfirm trust can be significant under the trying contexts the alliances typically face like rivalry, power conflicts, and cultural or institutional barriers. Employing a relational exchange perspective, we examined whether the espoused positive effect of interfirm trust on alliance performance is moderated by mutual influence and coopetition between partners, and the international dimension of an alliance. Based on the survey and archival data on 223 strategic alliances, we found that interfirm trust was quite significant to alliance performance and that the link between trust and performance was more salient in alliances with high mutual influence and coopetition, whereas it was less salient and weaker in international alliances.
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Benson, Brett V., Patrick R. Bentley, and James Lee Ray. "Ally provocateur." Journal of Peace Research 50, no. 1 (January 2013): 47–58. http://dx.doi.org/10.1177/0022343312454445.
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The primary purpose of many alliances is to deter attacks on members of the alliance by potentially antagonistic states. Yet some alliances can increase the probability of conflict that may be initiated by alliance members. Cognizant of that possibility, states that wish to sustain peace may nevertheless intentionally form alliance commitments with revisionist leaders of other states. Faced with the partially conflicting goals of deterring antagonistic states while at the same time restraining allies, leaders often include in alliance treaties conditions that oblige allies to provide military assistance only if a member of the alliance is attacked by a state outside the alliance. However, other treaties may contain unconditional obligations to come to the defense of members of the alliance. Such alliances tend to arise from situations where some members of the alliance feel that their alliance partners need to have the flexibility even to engage in provocative behavior in order to deter the target of the alliance. Our analysis of alliance formation processes in the context of priorities that compete with each other provides a basis for two hypotheses. The first is that revisionist states with unconditional commitments from members of their alliance to come to their defense are more likely to initiate militarized conflict than states without such unconditional commitments. The second hypothesis is that revisionist states in alliances whose treaties stipulate that commitments to defend are conditional will be less likely to initiate militarized conflict than such states with allies who are committed to come to their defense without conditions. Statistical analyses of data generated with a view toward evaluations of both hypotheses (some of which provide new, more detailed categorizations of alliance treaties) suggest that they are valid.
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Seo, Gang-Hoon, Munehiko Itoh, and Zhonghui Li. "Strategic Communication and Competitive Advantage: Assessing CEO Letters of Global Airline Alliances." Foundations of Management 13, no. 1 (January 1, 2021): 57–72. http://dx.doi.org/10.2478/fman-2021-0005.
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Abstract For the last several decades, global airline alliances have ensured their market presence in the aviation industry. Scholars have focused on the effects of alliance affiliation for airlines and what the competitive advantages of alliances are. However, these issues have been discussed in relation to operational aspects. The quality of strategic communication can be an important factor in achieving a competitive advantage and realizing a differentiation strategy. This study assessed the differences in quality of strategic communication between the three leading alliance groups (oneworld, SkyTeam, and Star Alliance) and a non-alliance group. Comprehensive content analysis was implemented using the letters of chief executive officers (CEOs) of 46 airlines. We found that the non-alliance group has more ideal CEO letters than the alliance groups, and the main topics and quality of CEO letters of alliance group differed. This study provides a novel insight into the competitive advantage of global airline alliances.
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Dhaundiyal, Mayank, and Joseph Coughlan. "UNDERSTANDING STRATEGIC ALLIANCE LIFE CYCLE: A 30 YEAR LITERATURE REVIEW OF LEADING MANAGEMENT JOURNALS." Business: Theory and Practice 21, no. 2 (August 27, 2020): 519–30. http://dx.doi.org/10.3846/btp.2020.11530.
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This paper contributes to the strategic alliance literature by undertaking a literature review of the burgeoning strategic alliance literature published in the last three decades in the mainstream management journals to fulfil two primary objectives. First, to bring a coherent structure into the fairly vast and growing alliance literature and second, to serve as a medium for a holistic understanding of the major life stages of strategic alliances. This is done by first dividing the alliance literature into three distinct yet related alliance life stages namely the pre-alliance stage, alliance formation stage and the alliance management and performance stage, and then by discussing in detail the three alliance stages individually. The paper would be useful for academics as well as practitioners looking to get a holistic understanding of strategic alliances and its three distinct yet related life stages and the key research papers which have been published focussing on each of these alliance stages.
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Bizzi, Lorenzo. "The strategic role of financial slack on alliance formation." Management Decision 55, no. 2 (March 20, 2017): 383–99. http://dx.doi.org/10.1108/md-03-2016-0125.
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Purpose While previous research has developed unclear positions about the role of organizational resources on alliance formation, the purpose of this paper is to focus on financial slack resources to clarify the conditions that facilitate the formation of strategic alliances. Building on the behavioral theory of the firm, this paper theorizes that internal and external financial slack resources, measured as cash holdings and financial leverage, incentivize managers to form alliances, because they protect them against the risk of alliance failure. Design/methodology/approach Complete data were collected from 400 biotech public companies for the period from 2000 to 2015. The data set considered alliances among over 2,200 public and private companies. Hypothesis testing relied on generalized estimating equations. Findings Cash holdings positively impact alliance formation; financial leverage negatively impacts alliance formation; cash holdings and financial leverage interact in the prediction of alliance formation. Research limitations/implications While research in financial slack resources shows equivocal results, this study illustrates that they exercise a significant effect when it comes to the choice of forming strategic alliances. Limitations include the focus on multiple forms of alliances, possible restrictions in the external validity of the findings, and a lack of measurement of explanatory mechanisms. Practical implications Findings help managers understand the financial conditions in which they should choose to form or avoid alliances; findings help managers select alliance partners. Originality/value The study contributes by proposing a new outlook on alliances; identifying financial resources as alliance predictors when previous research focused on intangible resources; offering new insights into the often equivocal outcomes of financial slack; building an uncharted bridge between the finance and alliance literatures.
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Li, Jiatao (J T. )., Li Tian, and Guoguang Wan. "Contextual Distance and the International Strategic Alliance Performance: A Conceptual Framework and a Partial Meta-analytic Test." Management and Organization Review 11, no. 2 (June 2015): 289–313. http://dx.doi.org/10.1017/mor.2015.15.
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ABSTRACTWe propose an integrative model on how contextual distance influences the learning process and performance of international strategic alliances (ISAs). We argue that contextual distance increases knowledge diversity but decreases knowledge exchange between the alliance partners, which has implications for the alliance's knowledge creation and performance. A meta-analysis of 46 empirical studies published between 1990 and 2013 dealing with Sino-foreign collaborations in China revealed that contextual distance showed an inverted U-shaped relationship with alliance performance. Proxies for partners’ contextual experience, for example, the length of an alliance's operation in China, the foreign partners’ in-country experiences, and ISAs’ location in a more developed Chinese region, moderate the learning processes. Implications and directions for future research are discussed.
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Muthusamy, Senthil K., and Margaret A. White. "Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View." Organization Studies 26, no. 3 (March 2005): 415–41. http://dx.doi.org/10.1177/0170840605050874.
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Although social interactions and exchanges between partners are emphasized as imperative for alliance success, comprehensive examination of how social exchanges facilitate learning and knowledge transfer in strategic alliances is lacking. Drawing on social exchange theory, we examined the effects of social exchange processes between alliance partners on the extent of learning and knowledge transfer in a strategic alliance. An empirical examination of data collected from alliance managers of 144 strategic alliances revealed that social exchanges such as reciprocal commitment, trust, and mutual influence between partners are positively related to learning and knowledge transfer in strategic alliances.
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Park, Namgyoo K., Xavier Martin, Jinju Lee, and John M. Mezias. "Effects of functional focus on bounded momentum: Examining firm- and industry-level alliances." Strategic Organization 16, no. 2 (March 14, 2017): 167–91. http://dx.doi.org/10.1177/1476127017696282.
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Building on strategic momentum and alliance studies, we theoretically explain and test the non-monotonicity of the alliance momentum of same- or cross-functional-type alliances. We theorize about critical drivers that generate bounded momentum and further argue whether function-specific momentum occurs sequentially or simultaneously. We examine cross-border alliances of 32 international airlines from 1945 to 1994 and find that the inverted U-shaped pattern of alliance momentum holds for same-type but not for cross-type alliances at both the firm and industry levels. These findings imply that alliance momentum with a specific functional focus evolves sequentially rather than simultaneously.
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Xin, Xu, Xiaoli Wang, Tao Zhang, Haichao Chen, Qian Guo, and Shaorui Zhou. "Liner alliance shipping network design model with shippers' choice inertia and empty container relocation." Electronic Research Archive 31, no. 9 (2023): 5509–40. http://dx.doi.org/10.3934/era.2023280.
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<abstract><p>Liner companies have responded to escalating trade conflicts and the impact of the COVID-19 pandemic by forming alliances and implementing streamlined approaches to manage empty containers, which has strengthened the resilience of their supply chains. Meanwhile, shippers have grown more sensitive during these turbulent times. Motivated by the market situation, we investigate a liner alliance shipping network design problem considering the choice inertia of shippers and empty container relocation. To address this problem, we propose a bilevel programming model. The upper model aims to maximize the alliance's profit by optimizing the alliance's shipping network and fleet design scheme. The lower model focuses on optimizing the slot allocation scheme and the empty container relocation scheme. To ensure the sustainable operation of the alliance, we develop an inverse optimization model to allocate profits among alliance members. Furthermore, we design a differential evolution metaheuristic algorithm to solve the model. To validate the effectiveness of the proposed model and algorithm, numerical experiments are conducted using actual shipping data from the Asia-Western Europe shipping route. The results confirm the validity of the proposed model and algorithm, which can serve as a crucial decision-making reference for the daily operations of a liner shipping alliance.</p></abstract>
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Sun, Hui, You-Yu Dai, Chaochen Zhang, Rok Lee, Su-Sung Jeon, and Jin-Hua Chu. "The impacts of conditions and person-organization fit on alliances performance: And the moderating role of intermediary." PLOS ONE 17, no. 12 (December 7, 2022): e0275863. http://dx.doi.org/10.1371/journal.pone.0275863.
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This study expects to provide a reference for the catering industry. The travel industry expands sales channels and turnover tends to choose a strategic alliance with the alliance objects mutually beneficial cooperation to improve their competitiveness. This study examines the effects of alliance conditions and person-organization fit (P-O-fit) on the performance of strategic alliances between travel industries. Furthermore, this study contained the intermediary performance as a moderator to examine the influences of alliance conditions and P-O-fit on the performance of strategic alliances. There were 406 usable questionnaires collected. We verified the hypotheses by the structural equation modeling method. The results suggest that the alliance conditions have positive and significant direct effects on the performance of strategic alliances. Moreover, the P-O-fit also has positive and significant effects on the performance of strategic alliances. Furthermore, the intermediary performance has substantial moderating effects on the influences of P-O-fit on the performance of strategic alliances. The conclusion provides a theoretical and practical basis between performance and the travel industry.
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CHANG, Wei-Lun, and Chia-Ling CHIU. "COOPETITION UNDER ALLIANCE? APPLYING AWARENESS-MOTIVATION-CAPABILITY COMPETITIVE DYNAMICS PERSPECTIVE." Journal of Business Economics and Management 17, no. 5 (October 27, 2016): 701–16. http://dx.doi.org/10.3846/16111699.2016.1181670.
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Airline companies join airline alliances to cope with the high level of competition in the airline industry. However, pressure within an alliance is substantial. This study used competitor mapping and awareness-motivation-capability competitive dynamics to analyze airline alliances. The results revealed that alliances compete to recruit airline companies, and the power differences in the alliances are considerable; only a few of the airline companies within the alliance possess power. In addition, we interviewed 2 senior managers to confirm the results of the analysis. A detailed content analysis was performed to test each hypothesis. The findings revealed that companies with low market commonality and high resource similarity can cooperate through resource allocation. We also discovered that the main competitive action was derived from disallowing local airline companies to join an alliance. Leading companies in the alliance generally negotiated for the entire alliance indirectly. This research suggests that companies cooperate not only to control cost but also to increase service quality.
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Seo, Gang-Hoon, and Munehiko Itoh. "Perceptions of Customers as Sustained Competitive Advantages of Global Marketing Airline Alliances: A Hybrid Text Mining Approach." Sustainability 12, no. 15 (August 3, 2020): 6258. http://dx.doi.org/10.3390/su12156258.
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Over the past several decades, the aviation industry has been reshaped, centering on global alliances, and these have grown exponentially. However, it is still not clear whether they are achieving sustained competitive advantages, and what are the specific competitive advantages of the three alliances (oneworld, SkyTeam, Star Alliance) arising on the customer side. This study aims to examine whether global alliance groups outperform the non-alliance group, how the three alliances differ regarding passengers’ perceptions, and what their competitive advantages are. A hybrid text mining analysis was adopted as this study’s method. Frequency tests, t-tests, one-way analysis of variance tests, and three-step mediated regression analyses were performed using 6393 ordinal and word-of-mouth (WOM) data. We found that the degree of passengers’ perceptions of alliances was low, the non-alliance group outperformed the alliance groups, and there were no significant differences between alliances on service rating and sentiment score. Only oneworld has competitive advantages that link to passengers’ service rating and sentiment score. These findings imply that alliances could not ensure competitive advantages that derive from customers’ perceptions, and although passengers partly perceived several selling points, their differentiation strategies are not successful.
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Golonka, Monika, and Robert Rzadca. "DOES A CONNECTION EXIST AMONG NATIONAL CULTURE, ALLIANCE STRATEGY, AND LEADING ICT FIRMS’ PERFORMANCE?" Journal of Business Economics and Management 14, Supplement_1 (December 24, 2013): S395—S412. http://dx.doi.org/10.3846/16111699.2012.732107.
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In this paper we explore links among firms’ performance, firms’ alliance strategies, and national culture in the context of the global information and communication technologies (ICT) industry. Currently, partnering is the one of the most effective ways to access a broad set of resources. In the ICT industry, we can observe a significant number of alliances, networks, and mergers and acquisitions. The contribution of this paper is to investigate how a contextual factor – namely, national culture – influences the alliance portfolio formation and a firm’s performance. We also aim to contribute to the issue of alliance portfolio formation. First, the concepts of alliance portfolio and culture as an explanatory factor are elaborated upon and their relevance to the study discussed. Second, using a sample of 30 ICT leaders and 10,247 of their alliances, we explore the effect of alliance strategy on firms’ performance as well as the connections among culture, firms’ performance, and alliance strategy. The study confirms that, in a global ICT industry (i.e., the most dynamically changing and riskiest environment), weak alliances may increase a firm’s performance more than strong, traditional strategic alliances. Culture may be used as one of the explanatory factors affecting firms’ performance as well as firms’ alliance strategies. Reference to this paper should be made as follows: Golonka, M.; Rzadca, R. 2013. Does a connection exist among national culture, alliance strategy, and leading ICT firms’ performance?, Journal of Business Economics and Management 14(Supplement 1): S395–S412.
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Seo, Ribin. "Entrepreneurial collaboration for R&D alliance performance: a role of social capital configuration." International Journal of Entrepreneurial Behavior & Research 26, no. 6 (July 9, 2020): 1357–78. http://dx.doi.org/10.1108/ijebr-01-2020-0023.
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PurposeDespite increasing research on the social nature of entrepreneurial collaboration in the context of alliances, its performance implication has been under debate. The present study tests a theoretical framework to elucidate the mediated relationship between social capital (SC) and research and development (R&D) alliance performance through the entrepreneurial orientation (EO) of alliance firms.Design/methodology/approachBased on the authors’ literature review, SC is conceptualized as the sum of actual and potential assets, including structural, relational and cognitive capital, embedded within the networks of alliance partners. Alliance performance is regarded as a combination of technological performance and business performance, corresponding to the mutual and private benefits of R&D alliances, respectively. This study hypothesizes the potential impact of SC on alliance performance and the mediating role of EO in the relationship.FindingsThe results from an analysis of 218 Korean ventures that participated in R&D alliance projects as focal alliance partners show that each SC dimension drives alliance firms to enact EO, which eventually leads to increased performance in technology and business. Specifically, EO contributes to translating the implications of SC for technological performance partially and for business performance completely.Originality/valueThis study links fragmented theoretical perspectives in research, shedding new light on the importance of social nature in the context of R&D alliances, which conditions entrepreneurial collaboration for better alliance performance. The findings suggest that practitioners should adopt an ambidextrous approach to the SC–EO interface at the alliance level, which opens a gateway to achieve greater performance by alliance.
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Cranmer, Skyler J., Bruce A. Desmarais, and Elizabeth J. Menninga. "Complex Dependencies in the Alliance Network." Conflict Management and Peace Science 29, no. 3 (July 2012): 279–313. http://dx.doi.org/10.1177/0738894212443446.
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The multifaceted and strategic interactions inherent in the formation of international military pacts render the alliance decisions of states highly interdependent. Our aim here is to model the network of alliances in such a way as to capture the effects of covariates and account for the complex dependencies inherent in the network. Regression analysis, due to its foundational assumption of conditional independence, cannot be used to analyze alliance decisions specifically and interdependent decisions generally. We demonstrate how alliance decisions are interdependent and define the problems associated with the regression analysis of nonindependent dyads. We then show that alliances can naturally be conceived of as constituting a network, where alliance formation is an inherently interdependent process. We proceed by introducing the exponential random graph model for analyzing interdependence in the alliance network and estimating the effect of covariates on alliances.
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Zhang, Yu, Jie Ni, Jian Liu, and Li-rong Jian. "Grey evaluation empirical study based on center-point triangular whitenization weight function of Jiangsu Province industrial technology innovation strategy alliance." Grey Systems: Theory and Application 4, no. 1 (January 28, 2014): 124–36. http://dx.doi.org/10.1108/gs-11-2013-0027.
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Purpose – This paper aims to investigate the performance of Jiangsu Province industrial technology innovation strategy alliance. Design/methodology/approach – Through a preliminary investigation of 30 Jiangsu industrial technology innovation strategic alliances, this paper analyzed the status and extracted 18 alliances to conduct an in-depth investigation. By grey evaluation method based on center-point triangular whitenization weight function, the paper classified and analyzed alliances. Findings – The results show that university or research institutions-oriented alliance perform better, but the government/enterprise-oriented alliance perform diverse, and majority is rated “general”. Originality/value – The paper succeeds in clustering analysis to Jiangsu Province industrial technology innovation strategy alliance with insufficient data. And according to the result of clustering, it analyzes the causes, which provide value information for the sustainable development of Jiangsu Province industrial technology innovation strategy alliance.
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Lappi, Teemu Mikael, Kirsi Aaltonen, and Jaakko Kujala. "The birth of an ICT project alliance." International Journal of Managing Projects in Business 12, no. 2 (June 3, 2019): 325–55. http://dx.doi.org/10.1108/ijmpb-02-2018-0036.
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Purpose ICT projects, especially in the public sector, can have a substantial impact on society but are challenging due to organizational and technological complexities and uncertainties. Collaborative and cooperative project delivery models, namely, the project alliance method, can mitigate such challenges, but, thus far, have not been utilized in information and communication technology (ICT) projects. The purpose of this paper is to explore and understand the cross-field transfer process through which the project alliance model was applied to the ICT field from the construction sector. Design/methodology/approach An inductive case study of the ICT project alliance early stages was performed. Data were collected from the first known ICT alliance project, conducted in the context of the Finnish public sector digitalization. Findings The findings show how the activities of institutional entrepreneurs impact the cross-field transfer process during the ICT project alliance’s early stages. Furthermore, the results illustrate the characteristics of an ICT project alliance and compare those with more traditional project alliances. Originality/value The topic and results of the study are original and contribute to institutional research by identifying and studying the micro-level processes associated with the cross-field transfer process. The study also builds an initial understanding of a new method of organizing ICT projects and contributes to the project alliance literature. The managerial implications of the findings allow project practitioners to understand the emerging characteristics of an ICT project alliance, and enable managers in the ICT field to adjust and prepare their own organizations and processes for the application of the project alliance model.
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Chaudhuri, Malika, Jay Janney, and Roger J. Calantone. "The moderating effects of leverage and marketing intensity on alliance formation announcements." Management Decision 58, no. 4 (August 13, 2019): 773–85. http://dx.doi.org/10.1108/md-04-2018-0375.
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Purpose March’s 1991 work on exploitation and exploration has been studied in many different industries. The purpose of this paper is to analyze signals emanating from exploration and exploitation alliances within the pharmaceutical industry context. Specifically, the authors explore market reactions to announcements of alliance formations based not only on alliance type but also in terms of their marketing intensity and leverage. Design/methodology/approach The authors employ a two-stage event-study market model using a two-day event window (event days 0, +1), creating cumulative abnormal returns (CARs). In the second stage, the authors regress the CARs against an array of control and explanatory variables. Findings Findings suggest that even though firm announcements of exploration and exploitation formations initially generate favorable market reactions, the former has a greater impact on CAR relative to the latter. Furthermore, leverage and marketing intensity moderate the relationship between firms’ alliance formation announcements and CARs generated. In particular, firms’ alliance formation announcements generate relatively greater market reactions at lower (higher) levels of the firm’s leverage (market intensity). Research limitations/implications Event studies are valuable for gauging initial impressions of management action, but they are not meant to address long-term value creation. While market reactions suggest the likelihood of an alliance’s success or failure, managers also assess the risk to a firm’s financial health should the alliance fail. As a result, announcements that signal the firm has discretionary capabilities to ameliorate the effect of a failed alliance are better received. Originality/value This study is the first to analyze the stock market’s perception and valuation of different types of risk, classified by exploration vs exploitation alliances. The study also contributes to the literature by analyzing how investors use the information about a firm’s financial leverage and marketing activities to fine-tune their valuation of different types of risk-taking activities.
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Ahwireng-Obeng, F., and O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa." South African Journal of Business Management 32, no. 3 (September 30, 2001): 41–51. http://dx.doi.org/10.4102/sajbm.v32i3.724.
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The literature suggests that the success of strategic alliances between large and small firms is influenced by four broad factors: motivational, cultural and resource capability synergies; shared commitments, goals and roles; participative planning, operationalisation and administration; and regular open communications. This study suggests that even though mismatches and incongruencies may be evident, the alliance formation and endurance are influenced by two other factors: largely similar perceptions by both groups regarding the alliance’s performance determinants; and a strong expectation by the large firm group of high future net benefits from aligning with small firms. Performance is, invariably, contingent upon implementing a number of ‘pre-emptive’ steps during the course of the alliance.
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Mehta, Dhawal, and Sunil Samanta. "The Nature and Significance of Strategic Alliance." Vikalpa: The Journal for Decision Makers 21, no. 2 (April 1996): 15–30. http://dx.doi.org/10.1177/0256090919960202.
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In the current scenario of globalization of business, strategic alliance is emerging as a powerful management tool in business management. Though alliances are as old as the industrialization during the 15th and 16th centuries, they are being refocused in the 20th century. But, strategic alliance is not an unmixed blessing as more number of alliances have turned out to be failures. In this article, Dhawal Mehta and Sunil Samanta discuss the nature and significance of strategic alliance by citing a few recent cases of strategic alliances in the Indian industry, argue out why strategic alliance should be resorted to, and list out do's and dont's to enable Indian companies to successfully catapult themselves to the mainstream of global business.
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Zhou, Yilu, and Yuan Xue. "ACRank: a multi-evidence text-mining model for alliance discovery from news articles." Information Technology & People 33, no. 5 (June 22, 2020): 1357–80. http://dx.doi.org/10.1108/itp-06-2018-0272.
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PurposeStrategic alliances among organizations are some of the central drivers of innovation and economic growth. However, the discovery of alliances has relied on pure manual search and has limited scope. This paper proposes a text-mining framework, ACRank, that automatically extracts alliances from news articles. ACRank aims to provide human analysts with a higher coverage of strategic alliances compared to existing databases, yet maintain a reasonable extraction precision. It has the potential to discover alliances involving less well-known companies, a situation often neglected by commercial databases.Design/methodology/approachThe proposed framework is a systematic process of alliance extraction and validation using natural language processing techniques and alliance domain knowledge. The process integrates news article search, entity extraction, and syntactic and semantic linguistic parsing techniques. In particular, Alliance Discovery Template (ADT) identifies a number of linguistic templates expanded from expert domain knowledge and extract potential alliances at sentence-level. Alliance Confidence Ranking (ACRank)further validates each unique alliance based on multiple features at document-level. The framework is designed to deal with extremely skewed, noisy data from news articles.FindingsIn evaluating the performance of ACRank on a gold standard data set of IBM alliances (2006–2008) showed that: Sentence-level ADT-based extraction achieved 78.1% recall and 44.7% precision and eliminated over 99% of the noise in news articles. ACRank further improved precision to 97% with the top20% of extracted alliance instances. Further comparison with Thomson Reuters SDC database showed that SDC covered less than 20% of total alliances, while ACRank covered 67%. When applying ACRank to Dow 30 company news articles, ACRank is estimated to achieve a recall between 0.48 and 0.95, and only 15% of the alliances appeared in SDC.Originality/valueThe research framework proposed in this paper indicates a promising direction of building a comprehensive alliance database using automatic approaches. It adds value to academic studies and business analyses that require in-depth knowledge of strategic alliances. It also encourages other innovative studies that use text mining and data analytics to study business relations.
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Duysters, Geert, Tina Saebi, and Ard-Pieter De Man. "Shaping the alliance management agenda: a capability approach." Journal on Chain and Network Science 11, no. 3 (January 1, 2011): 191–96. http://dx.doi.org/10.3920/jcns2011.x205.
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Over the past years, the topic of alliance capability has captured the attention of numerous alliance scholars. This emerging research stream claims that a main cause for alliance success lies in the partner's individual capability to manage their alliances. This editorial paper reviews the main contributions and advancements in alliance capability literature and draws lessons from this literature on how alliance capability research has fundamentally reshaped the research agenda in alliance management.
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Hearld, Larry, Jeffrey A. Alexander, Laura J. Wolf, and Yunfeng Shi. "Funding profiles of multisector health care alliances and their positioning for sustainability." Journal of Health Organization and Management 32, no. 4 (June 6, 2018): 587–602. http://dx.doi.org/10.1108/jhom-01-2018-0003.
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Purpose The purpose of this paper is to examine the relationship between different aspects of alliance funding profiles (e.g. range of sources, dependence on specific sources) and participant’ perceptions of how well the organization is positioned for the future. Design/methodology/approach A mixed method study in the context of eight alliances participating in the Robert Wood Johnson Foundation’s Aligning Forces for Quality program. Data collection approaches included surveys of alliance participants and semi-structured interviews with alliance leaders. Findings The findings indicate that dependence on grant revenues, in particular, may be problematic for how well alliances are positioned for sustainability. While a number of approaches were identified to reduce dependence on grants, implementing these strategies presented more of a challenge for alliances due to the contextual demands of their external environment and a need to strike a balance between pursuing alternative revenue sources and fidelity to the mission and identity of the organization. Practical implications Alliance leaders need to have not only a broad and accurate understanding of their external environment, but also an appreciation of the alliance’s identity in that environment. Collectively, the findings can help organizational leaders be more informed about their funding choices and the implications those choices have for the future of their organization. Originality/value Collaborative forms of organizations (e.g. alliances, coalitions, networks) are increasingly viewed as an effective means of addressing complex, multifaceted health, and social challenges. For collaborative organizations that depend on the coordinated efforts of volunteers, addressing such complex issues is predicated on sustaining programmatic activities as well as the interest and participation of stakeholders over extended periods of time. This study sheds light on how leaders of these organizations may improve their prospects for sustainability.
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Kim, Hyung Min, Jungmoo Woo, and Jae Chul Lee. "What Is the Relationship Between Alliance and Militarized Conflict? Analysis of Reciprocal Causation." Armed Forces & Society 46, no. 4 (January 28, 2019): 539–63. http://dx.doi.org/10.1177/0095327x18819253.
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Despite the importance of alliances in international politics, little is known about how they theoretically and empirically affect militarized conflicts and vice versa. This study aims to examine the reciprocal relationship between alliances and militarized conflicts. The literature has focused only on the effects of alliances on militarized conflicts without paying much attention to the simultaneous causation between them. Thus, previous studies have not consistently revealed a relationship between alliances and conflict. Moreover, they are limited due to the use of dichotomous measures of shared alliance ties. Using a continuous measure of alliance ties, this study clearly demonstrates that shared alliance ties can be effective in reducing the likelihood of militarized conflicts. In addition, this study finds that there is a reciprocal relationship between shared alliances and militarized conflicts. It finds that militarized conflicts tend to decrease the level of shared alliance ties. Then, this study argues that alliance might be added to the next element behind the Kantian tripod as a salient factor that reduces militarized conflict. Finally, this study points to insights to be gained from the findings and suggests some policy implications.
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Lehene, Cosmin Florin. "Development of supportive characteristics to facilitate learning from strategic alliances." Management & Marketing. Challenges for the Knowledge Society 17, no. 2 (June 1, 2022): 120–38. http://dx.doi.org/10.2478/mmcks-2022-0007.
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Abstract In this paper, we aim to find answer to a single question: what are the characteristics of firms with superior use of alliance learning practices? Consequently, we aim to discover the characteristics of firms which are more preoccupied to learn from their strategic alliances. We investigate this research question through a statistical analysis of the answers provided by 46 best performing medium and large-sized companies operating in Romania. By means of several multilinear regressions and an analysis of variance, we found that the companies with superior use of alliance learning practices – thus, more preoccupied to learn – are more proactive, build an alliance culture favouring the use of alliances, develop relational attributes in their alliances (e.g., trust), respectively monitor and control their alliance activity to a higher degree. Contrary to expectations, the companies with superior use of alliance learning practices do not collaborate to a higher degree horizontally, with their competitors and complementors. In terms of the dispersion of companies depending on their use of alliance learning practices, to a high degree (34.1%), the differences between companies can be explained by the proposed set of characteristics developed in this paper. Our findings contribute to the existent literature in the field of alliances, bringing empirical evidence on the characteristics that companies need to develop to better learn from their strategic alliances. In addition, executives of medium and large-sized companies find in this paper valuable information regarding the nurturing of alliance knowledge acquisition and transfer from their strategic allies and partners.
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Jedidi, Mariem, Pascal Philippart, and Olfa Zeribi. "Towards a multidimensional performance measure for North-South industrial alliances." Journal of Customer Behaviour 20, no. 4 (December 31, 2021): 323–41. http://dx.doi.org/10.1362/147539221x16356770010767.
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While the question of the success of alliances is a topic that is widely discussed in the literature, the definition of alliance performance and its measurement are still debatable. Previous research has shown that different measures are mostly global, unidimensional, or narrow in scope. However, the literature suggests that only an adequate combination of indicators should address the multidimensionality of alliance performance. Similarly, the validity of the underlying measures is still doubtful. This is more pronounced in the case of North-South industrial alliances, which have received little interest from researchers. This alliance involves companies from developed countries, in particular European or American ones, and firms from developing countries, such as those from North African countries. The study is intended, in the specific context of North-South alliances, to question the alliance performance concept and to evaluate the construct validity of the measures that define it. A second-order alliance performance construct, measured by financial performance, efficiency, learning and reputation, is then proposed. An empirical investigation was conducted among 136 Tunisian companies in the industrial sector. These companies were engaged in alliances with European and American firms. The validity of performance measures is assessed through reliability, convergent validity, and discriminant tests. The results show that the proposed indicators are valid measures corresponding to different and complementary dimensions. The findings obtained can help alliance managers with a toolkit for evaluating alliance success and recommendations for its operation. The research also contributes to the empirical validation of a second-order alliance performance construct, a result considered as original in a Tunisian context.
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Cabello-Medina, Carmen, Antonio Carmona-Lavado, and Gloria Cuevas-Rodriguez. "A contingency view of alliance management capabilities for innovation in the biotech industry." BRQ Business Research Quarterly 23, no. 1 (January 2020): 234094442090105. http://dx.doi.org/10.1177/2340944420901050.
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In this research, we analyze the influence of two alliance management capabilities, coordination and interorganizational learning, on the performance of alliances for innovation. By adopting a contingency view, we explore whether the effectiveness of these capabilities depends on certain features of the alliance portfolio configuration (partner and geographic diversity). Based on a sample of Spanish companies belonging to the five leading biotech clusters, our results demonstrate that alliance management capabilities are not equally effective across different contexts. Alliance coordination capabilities become more effective when partner diversity is low and geographic diversity is high. By contrast, interorganizational learning capabilities have a positive effect on alliance portfolio performance when partner diversity is high and geographic diversity is low. These results also have useful implications for managers involved in alliances for innovation, who can direct the organizational efforts towards the most effective alliance capabilities, depending on the features of their alliance portfolio. JEL CLASSIFICATION M19
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Luvison, Dave, and Ard-Pieter de Man. "Firm performance and alliance capability: the mediating role of culture." Management Decision 53, no. 7 (August 17, 2015): 1581–600. http://dx.doi.org/10.1108/md-09-2014-0580.
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Purpose – Extant literature has looked at the effect of alliance capability and organizational culture on alliance portfolio performance, but the relationship between the two has not been explored. The purpose of this paper is to explore the hypothesis that an alliance supportive culture is not only fostered by a firm’s alliance capabilities, but that it mediates the relationship between capabilities and performance. Design/methodology/approach – Survey responses from 190 alliance managers, collected using a two-stage process, were analyzed to investigate the interrelationship of firm-level alliance capability, alliance supportive culture and portfolio performance. Findings – Alliance supportive culture was found to mediate the relationship between alliance capability and alliance portfolio performance. This finding suggests that in order to effectively manage a firm’s portfolio of alliances, the benefits of alliance capability must be transferred broadly into the organization’s cultural orientation toward alliances. Research limitations/implications – Further research may extend this analysis to explore the effect of subcomponents of alliance capability and alliance culture to better understand fine-grained influences on alliance performance. The findings of this study also may be extended to inform how supportive culture orientation affects partner selection, negotiation and time to performance. Practical implications – Managers should utilize culture-building actions as a way of extending the value of their firms’ alliance capabilities in order to improve their effectiveness across the portfolio. Originality/value – Extant studies have considered the discrete effects of capability and cultural orientation on alliance portfolio success, but the mediation effect has not previously been investigated. The findings also identify a boundary condition for the benefit of alliance capabilities on portfolio performance.
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Duysters, Geert, Koen Heimeriks, and Jan Jurriëns. "An integrated perspective on alliance management." Journal on Chain and Network Science 4, no. 2 (December 1, 2004): 83–94. http://dx.doi.org/10.3920/jcns2004.x044.
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Alliance management has been on the agenda of management scholars and corporations for many years now. In spite of the growing attention that the academic and management literature has paid to many aspects of alliance management, track records of alliances are still poor. It can therefore be argued that the academic and management literature has been unable to unveil the secret ingredients of alliance success. In the past decades, academic research has identified three main levels of analysis in the field of alliances i.e. the dyadic perspective, the firm level and the network level. With a few exceptions the current body of literature discusses these three main levels of alliance management in isolation of each other. The combined effect of these different levels of alliance management has been largely neglected. In order to fill this void we argue that successful alliance management requires a profound understanding of all three levels of alliance management and their interaction. From this perspective, the contributions made by the different streams of alliance research are not autonomous, but are inherently interrelated.
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Suseno, Yuliani, and Vanessa Ratten. "A theoretical framework of alliance performance: The role of trust, social capital and knowledge development." Journal of Management & Organization 13, no. 1 (March 2007): 4–23. http://dx.doi.org/10.1017/s1833367200003874.
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AbstractWhile studies on alliances have been substantial in the international business literature, much is still unexplored in understanding what alliance performance really is and how superior alliance performance is facilitated (Das & Teng 2003). Drawing from research on alliances, we develop a theoretical framework to examine alliance performance by integrating a partner analysis approach, focusing on alliance trust, alliance partners' social capital, and knowledge development from alliance relationships. We consider the level of mutual trust between alliance partners to be the precursor to such relationship (Das & Teng 1998). Trust, we argue, subsequently builds and enhances the partners' social capital. Two types of social capital are considered in this article: internal social capital and external social capital. In developing our framework, we further subscribe to the notion that knowledge is a contributing factor to superior alliance performance, and consider how such relationships influence the development of partners' knowledge in terms of the development in the tacit firm-specific and the more explicit market-specific knowledge. Key managerial implications and suggestions for future research are discussed.
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Suseno, Yuliani, and Vanessa Ratten. "A theoretical framework of alliance performance: The role of trust, social capital and knowledge development." Journal of Management & Organization 13, no. 1 (March 2007): 4–23. http://dx.doi.org/10.5172/jmo.2007.13.1.4.
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AbstractWhile studies on alliances have been substantial in the international business literature, much is still unexplored in understanding what alliance performance really is and how superior alliance performance is facilitated (Das & Teng 2003). Drawing from research on alliances, we develop a theoretical framework to examine alliance performance by integrating a partner analysis approach, focusing on alliance trust, alliance partners' social capital, and knowledge development from alliance relationships. We consider the level of mutual trust between alliance partners to be the precursor to such relationship (Das & Teng 1998). Trust, we argue, subsequently builds and enhances the partners' social capital. Two types of social capital are considered in this article: internal social capital and external social capital. In developing our framework, we further subscribe to the notion that knowledge is a contributing factor to superior alliance performance, and consider how such relationships influence the development of partners' knowledge in terms of the development in the tacit firm-specific and the more explicit market-specific knowledge. Key managerial implications and suggestions for future research are discussed.
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Salomäki, Marko, Arto Reiman, and Harri Haapasalo. "On occupational safety management in construction alliance projects." International Journal of Occupational and Environmental Safety 6, no. 1 (April 29, 2022): 41–57. http://dx.doi.org/10.24840/2184-0954_006.001_0005.
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Construction work is one of the most hazardous industries worldwide. Accidents, incidents, injuries, occupational diseases, and illnesses at work represent a significant burden for various stakeholders, including society. Different project management approaches have been introduced to facilitate construction work and occupational safety (OS) in practice. This study focuses on OS in construction alliance projects. Alliances are an emerging new form of a project delivery method in construction. In construction alliance projects, the project stakeholders collaborate with mutual interest to achieve the best result for the entire project. Alliance projects are a relatively new mode of project deliveries in construction. A systematic literature review was conducted using Scopus, Web of Science and PubMed—to learn how OS has been acknowledged in alliance projects. The literature review shows the scarcity of research in this area. To in-depth the review, personal interviews were conducted at two large alliance projects in Finland. Interviews bring out the complex nature of OS management in alliances and highlight issues related to partner selection and site-specific OS management within alliances. This study deepens the very limited scientific knowledge of OS in alliance projects. By drawing together the existing knowledge on the topic, new insights are provided on developing OS management in alliance projects. In addition, several new arenas for novel empirical research in the field of OS in construction and the alliance context are proposed.
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Bae, Joonhyung. "Technological Relatedness, Uncertainty, and R&D Alliance Formation." Korean Academy of Management 30, no. 4 (November 30, 2022): 33–62. http://dx.doi.org/10.26856/kjom.2022.30.4.33.
Full textAbstract:
Prior studies on R&D alliances have assumed that technological complementarity is a subset of or a moderate level of technological similarity.
This study suggests that technological similarity and complementarity are two distinct concepts and affect firms’ decision-making in R&D alliance formation differently. While firms conduct local searches to identify alliance partners that possess similar areas of technological knowledge, they also conduct relatively distant searches to identify alliance partners with complementary areas of knowledge. As such, R&D alliances focusing on technological similarity bear low project-specific uncertainty regarding the outcome of an alliance, whereas those driven by technological complementarity involve high project- specific uncertainty. Based on this observation, we investigate the impact of technological similarity and complementarity on the likelihood of R&D alliance formation between established pharmaceutical companies and biotechnology ventures within the biopharmaceutical industry. We find that while technological similarity is positively associated with the formation of late-stage R&D alliances, technological complementarity is positively associated with early-stage R&D alliance formation. We also find that in the presence of high uncertainty regarding an established pharmaceutical firm’s future performance, the positive effect of technological similarity on the likelihood of R&D alliance formation is amplified. However, the positive effect of technological complementarity on the likelihood of R&D alliance formation is diminished.
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Mamavi, Olivier, Olivier Meier, and Romain Zerbib. "Alliance management capability: the roles of alliance control and strength of ties." Management Decision 53, no. 10 (November 16, 2015): 2250–67. http://dx.doi.org/10.1108/md-04-2015-0123.
Full textAbstract:
Purpose – Strategic alliances have a low success rate despite the profusion of literature on this topic in the last 20 years. To understand the factors that determine performance of partnership relations, the purpose of this paper is to study the roles of control and the strength of interorganizational ties in businesses ability to manage strategic alliances. Design/methodology/approach – The authors have examined 10,377 partnership relations formed as part of strategic alliances to analyze the capacity of a business to manage its alliances. The authors built a structural equations model (PLS) based on observation of 4,242 alliances. Findings – This research identifies two determinants of the success of alliance management. First, the impact of weak ties and strong ties is identical when the business does not control the alliance. Second, weak ties are a more effective means than strong ties when a business controls the alliance. Originality/value – The main contribution of this study thus lies in our analysis of interorganizational relations and of their tangible impact on strategic trade-offs. The field of public procurement is particularly well-suited to evaluating this phenomenon, given the subtlety of alliances at play.