To see the other types of publications on this topic, follow the link: Business alliances.
Journal articles on the topic 'Business alliances'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Business alliances.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Yarosh-Dmytrenko, Liudmyla, Iryna Martyniak, Alla Domyshche-Medyanyk, Valentyna Lukianets-Shakhova, and Tetiana Yasinska. "Business alliances in the economy of EU countries." Revista Amazonia Investiga 11, no. 53 (July 4, 2022): 249–58. http://dx.doi.org/10.34069/ai/2022.53.05.25.
Full textAbstract:
The activities of business alliances in the EU are being transformed by the aid of the policy implementation of industrial alliances development, which provides for a wide network formation of stakeholders in reducing the dependence of member states on raw materials of third countries. The purpose of the academic paper lies in assessing empirically the business alliances effectiveness in the EU based on the case studies analysis on creating strategic alliances. Methodology. The case method has been used in the course of the research in order to analyse the activities and effects of business alliances within the established network for cooperation of the European Raw Materials Alliance (ERMA). The results demonstrate the uncertainty in the strategic business alliances effectiveness in the EU; it is difficult to assess the potential quantitative effect from the company’s resources synergy – alliance members in the short-term prospects. Despite the well-established principles, the choice of the alliance management form as joint venture, the company’s market value has decreased. The advantages of the business alliance include the supply chain diversification of of raw materials from Third World countries to EU countries for industrial production. The theoretical and practical research value lies in supplementing the transaction costs theory and the theory of resources, explaining the business alliances creation. In practice, companies - members of business alliances combine the features of both theories in order to take into accounts both costs and synergies from resource integration.
2
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.
3
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.
Full textAbstract:
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.
4
SPIETH, PATRICK, and SVENJA MEISSNER NÉE SCHUCHERT. "BUSINESS MODEL INNOVATION ALLIANCES: HOW TO OPEN BUSINESS MODELS FOR COOPERATION." International Journal of Innovation Management 22, no. 04 (May 2018): 1850042. http://dx.doi.org/10.1142/s1363919618500421.
Full textAbstract:
While rethinking their business model (BM), incumbents increasingly rely on alliance partners to provide additional resources. The resulting business model innovation alliance (BMIA) focusses on the joint commercialisation of the alliance results via a shared BM. Our findings from an in-depth case study show differences between BMIAs and more common types of alliances, such as development alliances, regarding three dimensions: dynamic, relational and architectural. On this basis, we developed an integrative framework, by combining our results, with Amit and Zott’s BM design framework that enables firms to open up their BM in order to exploit the full potential of BMIAs for BMI. In addition, we contribute to extant literature on BMI by introducing BMIAs as a means to BMI in established firms. Furthermore, we close the gap between open innovation and BMI literature by illustrating how to open up the BM in order to tackle the challenges arising from BMIAs.
5
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.
Full textAbstract:
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.
6
Morton, S. "MAKING ALLIANCES WORK." APPEA Journal 40, no. 1 (2000): 581. http://dx.doi.org/10.1071/aj99037.
Full textAbstract:
Alliances. Partnerships. Joint ventures. Interdepartmental initiatives. Co-ops. Cross cultural projects. Call them what you will, a new wave of networked endeavours has swept through today's business environment, with companies and organisations collaborating now as never before. This collaboration occurs not only between non-competitive, similar business entities and legally-bound business associates, but between competitors and corporate 'odd couples' as well.Whether matters concern an alliance between companies of differing industries, a partnership with former competitors, or a quantum leap in internal collaboration, alliances can yield remarkable, measurable, profitable and heretofore impossible performance results. Success, however, calls for new ways of thinking and working. The environment within an organisation must foster openness, a willingness to develop new behaviours, set new precedents, create new possibilities and break new ground.In many cases, however, the preconceived notions of the alliance members about what is required for a sound alliance keep the venture from realising its hoped-for success. To build a successful alliance and sustain it through difficulties, challenges and conflict, the preconceived notions and common misconceptions surrounding alliances must be explored and alternative views generated.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
Parkhe, Arvind. "Global business alliances." Business Horizons 43, no. 5 (September 2000): 2–3. http://dx.doi.org/10.1016/s0007-6813(00)80002-6.
Full text
10
Zhao, Fang. "Taking a Strategic Alliance Approach to Enhance M-Commerce Development." International Journal of E-Business Research 6, no. 4 (October 2010): 26–37. http://dx.doi.org/10.4018/jebr.2010100103.
Full textAbstract:
Current m-commerce business models show that m-commerce depends on complex networks of business relationships, which often comprise telecommunications service providers, mobile device makers, banking industry, Internet search engine providers, and various third-party value-adding companies. Due to the nature of m-commerce, the key to success in m-commerce lies predominantly in managing a network of alliances. This paper answers research questions, such as why do companies team up for m-commerce? What are the key challenges facing the alliances? How can companies address the challenges? What does the future hold for the study of strategic alliances including m-commerce alliances? This paper extends strategic alliance theories to the study of m-commerce alliances that are formulated in various cultural and national backgrounds. The authors examine both strategic and operational strategies for m-commerce alliances and discuss a wide range of issues in the formulation and implementation of m-commerce alliance strategy.
11
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.
Full textAbstract:
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.
12
Tsai, Chung-Ju, Tzong-Ru (Jiun-Shen) Lee, Szu-Wei Yen, and Per Hilletofth. "Operational process stages of brand alliances." European Business Review 27, no. 4 (June 8, 2015): 389–408. http://dx.doi.org/10.1108/ebr-04-2014-0038.
Full textAbstract:
Purpose – The purpose of this research is to investigate how companies in the reinforcing bar industry and the construction industry operate and implement brand alliances. Design/methodology/approach – This research uses a qualitative interview survey and the grounded theory method to extract key factors of brand alliance development and management in the targeted industries. The interview survey included six managers from different construction companies in Taiwan. Findings – This research identifies four common firm-level operational process stages (core categories) of brand alliances including different multidimensional factors, and proposes a conceptual model based on these identified core process stages. The four common core process stages include selection of brand alliance partners, communication with brand alliance partners, enforcement of brand alliances and assessment of brand alliances. Originality/value – The proposed model offers a tentative explanation of the development and management of brand alliances between the reinforcing bar industry and the construction industry. This study represents an initial research attempt in this field and explains how reinforcing bar and construction companies operate and implement brand alliances.
13
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.
Full textAbstract:
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.
14
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.
Full textAbstract:
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.
15
Ellram, Lisa M. "International Purchasing Alliances: An Empirical Study." International Journal of Logistics Management 3, no. 1 (January 1, 1992): 23–36. http://dx.doi.org/10.1108/09574099210804787.
Full textAbstract:
In this exploration of formal international purchasing alliances, a broad overview of why firms become involved in international purchasing alliances is developed. Then, using a data base developed based on formalized international alliance activity reported in The Wall Street Journal, characteristics of international alliances are explored. The research also uses exploratory case studies to corroborate and develop a deeper understanding of international purchasing alliances. Implications of international alliance involvement for the purchasing function are also discussed.
16
Shenkar, Oded, and Ilgaz Arikan. "Business as International Politics: Drawing Insights from Nation-State to Inter-Firm Alliances." Business and Politics 11, no. 4 (December 2009): 1–31. http://dx.doi.org/10.2202/1469-3569.1241.
Full textAbstract:
This paper broadens the scope and depth of business alliance research by way of interdisciplinary enrichment. The paper draws on the political science literature on nation-state alliances to generate insights into the establishment, operations and performance of inter-firm alliances. Shared theory bases of game theory and transaction cost economics, as well as theories, variables and research findings indigenous to political science are posited as a platform from which propositions regarding inter-firm alliances are derived.
17
Prihandono, Dorojatun, Andhi Wijayanto, and Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses." Problems and Perspectives in Management 19, no. 3 (September 21, 2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.
Full textAbstract:
Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examine the relationships of determinants that influence franchise business sustainability. The determinants are risk management, trust, satisfaction, and sustainability. The study applies confirmatory factor analysis using structural equation modeling (SEM) AMOS software. Respondents in this study are franchisors and franchisees in the Indonesian retail and food and beverages (F&B) sectors, the study accommodates 204 respondents. Based on the analysis the study reveals that there is a positive relationship between risk management and satisfaction. Risk management also has a positive relationship with survivability; trust and satisfaction also have a positive relationship. Meanwhile, there is no relationship between satisfaction and survivability and the last relationship is between trust and survivability that has no positive relationship between the determinants. This study provides clearer insight to understand the relationships between determinants that influence franchise business survivability in Indonesia, especially based on both parties’ perspectives.
18
Harada, Yoshimi, Huayi Wang, Kota Kodama, and Shintaro Sengoku. "Drug Discovery Firms and Business Alliances for Sustainable Innovation." Sustainability 13, no. 7 (March 24, 2021): 3599. http://dx.doi.org/10.3390/su13073599.
Full textAbstract:
Biotech startup firms developing pharmaceutical seeds from scientific and technological innovation are burdened by significant Research & Development (R&D) expenses, long-term R&D operations, and low probability of R&D success. To address these challenges while sustainably creating innovations and new drugs, business alliances with existing pharmaceutical companies are one of the most important issues on the management agenda. The present study explores the necessity and significance of business alliances with pharmaceutical companies for the development of drug-discovery by Japanese biotech startup firms under high uncertainty. This study investigates the types of alliances to understand the origins of sustainability of these creative activities. First, we investigate and analyze the details of the partnership and its impact on the products under development based on the publicly available information of 16 drug discovery biotech startup firms in Japan that had become public since 2010. As a result, all firms continued their operations with the funds obtained from the business alliances with pharmaceutical firms at the time of their initial public offering (IPO). In addition, 56% of these firms’ alliance projects (n = 73) were seeded-out, and 32% seeded-in, indicating that they had adopted flexible alliance strategies not limited to seed-out ones. For sustainable going concern of the biotech startup business, it is valuable to consider multiple strategic options: “in-licensing and value up”, “best-in-class”, “platform leadership” and “first-in-class” depending on the characteristics of seeds and environmental restrictions.
19
Johnson, Lewis D., and Edwin H. Neave. "Strategic governance of the alliance spectrum." Corporate Ownership and Control 3, no. 3 (2006): 213–18. http://dx.doi.org/10.22495/cocv3i3c1p7.
Full textAbstract:
This paper applies the principles of transaction cost economics to the strategic management of firms’ external alliances. External alliances span a spectrum from simple transactional relationships to outright control. Each of these alliance types requires a different degree of monetary and managerial investment. The paper shows that the optimal form of alliance aligns the governance capabilities of firm management with the attributes of the alliance relationship. We regard its approach as particularly relevant for cross-border alliances, especially when the legal and regulatory systems differ between the two countries
20
Milne, George R., Easwar S. Iyer, and Sara Gooding-Williams. "Environmental Organization Alliance Relationships within and across Nonprofit, Business, and Government Sectors." Journal of Public Policy & Marketing 15, no. 2 (September 1996): 203–15. http://dx.doi.org/10.1177/074391569601500203.
Full textAbstract:
Alliances are being used by environmental organizations to achieve their mission of improving the natural environment. Many of these alliances have been formed within the nonprofit sector, whereas others have been formed across economic sectors with government agencies and businesses as partners. The authors discuss two studies that examine differences among alliances formed by environmental organizations with (1) government agencies, (2) for-profit businesses, and (3) other environmental organizations. In Study 1, which is based on a national survey of environmental organizations, they examine the relative effectiveness, formality, influence, and political position associated with different types of alliances. In Study 2, they further explore these relationships through in-depth telephone interviews of a subsample of respondents drawn from Study I. Both studies contribute to the understanding of nonprofit alliance relationships and their role in influencing environmental policy and market behavior.
21
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.
Full textAbstract:
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.
22
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.
Full textAbstract:
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.
23
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.
Full textAbstract:
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.
24
Pangarkar, Nitin, and Saul Klein. "Bandwagon Pressures and Interfirm Alliances in the Global Pharmaceutical Industry." Journal of International Marketing 6, no. 2 (June 1998): 54–73. http://dx.doi.org/10.1177/1069031x9800600208.
Full textAbstract:
This study examines the applicability of a bandwagon explanation for interfirm alliances in the global pharmaceutical industry. A sample of alliances undertaken by 43 firms, with headquarters in the United States, Europe, and Japan, in the period 1975 to 1989, was analyzed. Bandwagon pressures, measured by the proportion of other firms in one's peer group undertaking alliances and their average number of alliances, was found to influence both the probability that a firm will undertake at least one alliance and the number of alliances it undertakes.
25
Kauser, Saleema, and Vivienne Shaw. "The influence of behavioural and organisational characteristics on the success of international strategic alliances." International Marketing Review 21, no. 1 (February 1, 2004): 17–52. http://dx.doi.org/10.1108/02651330410522934.
Full textAbstract:
With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that behavioural characteristics play a more significant role in explaining overall alliance performance compared to organisational characteristics. High levels of commitment, trust, coordination, interdependence and communication are found to be good predictors of international strategic alliance success. Conflict, meanwhile, is found to hamper good performance. By contrast organisational characteristics such as structure and control mechanisms are found not to strongly influence the success of international strategic alliances.
26
Vicentin, Flavia Oliveira do Prado, Simone Vasconcelos Ribeiro Galina, Marlon Fernandes Rodrigues Alves, and Adriana Backx Noronha Viana. "Asymmetric effects of alliance intensity on absorptive capacity: the differences between potential and realized capacities." Journal of Small Business and Enterprise Development 28, no. 5 (June 17, 2021): 788–804. http://dx.doi.org/10.1108/jsbed-05-2020-0146.
Full textAbstract:
PurposePrior research suggests that organizational alliances' contribution to innovation performance is conditional to absorptive capacity (AC). Instead of an antecedent of alliances, in this study, the authors conceptualize and evaluate AC as an outcome of alliance intensity.Design/methodology/approachThe authors tested their theoretical framework using multivariate statistical analysis on data collected from a survey applied to dedicated biotechnology firms (DBFs) from three countries: Brazil, Portugal and Spain.FindingsFirst, the results show that whereas the high alliance intensity effect is positive and stronger on RAC, it is negative and weaker on PAC. Second, the alliance intensity effect on RAC is strengthened when firms have alliances only in their home country and the top manager does not have both academic and managerial experiences.Practical implicationsThe authors’ study suggests as implications for DBFs: (1) firms should form alliances to develop AC, (2) firms should consider alliances for improving AC when top managers' expertise is not diverse, and (3) firms should consider only alliances with national partners as a differential for AC development.Originality/valueThis research contributes to the literature of dynamic capabilities, AC, alliances and innovation management by providing empirical validation for key contingencies surrounding the benefits of alliances as an antecedent of AC.
27
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.
Full textAbstract:
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.
28
Coombs, Joseph E., Paul E. Bierly, and Scott Gallagher. "The impact of different forms of IPO firm legitimacy on the choice of alliance governance structure." Journal of Management & Organization 18, no. 4 (July 2012): 516–36. http://dx.doi.org/10.1017/s1833367200000730.
Full textAbstract:
AbstractWe analyze the effects of four different types of firm legitimacy – managerial, technological, local community legitimacy and business press endorsement – on the choice of alliance governance structure in partnerships with newly public biotechnology firms. We expand current research to differentiate between non-equity, minority equity and joint venture alliance structures. We find that initial public offering of stock (IPO) firms with higher levels of managerial legitimacy and local community legitimacy are more likely to enter into joint ventures than minority equity alliances and non-equity alliances. IPO firms with higher technological legitimacy and business press endorsement are more likely to use a less hierarchical governance structure.
29
Coombs, Joseph E., Paul E. Bierly, and Scott Gallagher. "The impact of different forms of IPO firm legitimacy on the choice of alliance governance structure." Journal of Management & Organization 18, no. 4 (July 2012): 516–36. http://dx.doi.org/10.5172/jmo.2012.18.4.516.
Full textAbstract:
AbstractWe analyze the effects of four different types of firm legitimacy – managerial, technological, local community legitimacy and business press endorsement – on the choice of alliance governance structure in partnerships with newly public biotechnology firms. We expand current research to differentiate between non-equity, minority equity and joint venture alliance structures. We find that initial public offering of stock (IPO) firms with higher levels of managerial legitimacy and local community legitimacy are more likely to enter into joint ventures than minority equity alliances and non-equity alliances. IPO firms with higher technological legitimacy and business press endorsement are more likely to use a less hierarchical governance structure.
30
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.
Full textAbstract:
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.
31
Pesch, Robin, Ricarda B. Bouncken, and Sascha Kraus. "Effects of divergent communication schemes in new product development alliances." Management Research Review 39, no. 3 (March 21, 2016): 289–309. http://dx.doi.org/10.1108/mrr-08-2014-0188.
Full textAbstract:
Purpose – Firms build new product development alliances to cope with the demands of continuous and rapid new product development. Such alliances allow surplus access to complementary capabilities and knowledge. However, the successful use of specialization advantages requires coordination and effective communication between alliance partners. Communication is vital to alliance success, as it allows a timely flow of information and resources across partners and supports the coordination within the alliance. The aim of this study is to research how divergent communication schemes influence firms’ new product development performance in alliances. Design/methodology/approach – A paper-and-pencil survey about firms’ collaborative new product development performance in the German medical device industry was conducted. Results are derived from a survey of n = 184 new product development alliances in the medical device industry. To test the hypotheses, structural equation modeling (SEM) using the Mplus 7.0 software was applied. Findings – The empirical results indicate that divergent communication schemes enhance product innovativeness and speed to market in new product development alliances. The development of new insights and solutions through joint sensemaking builds the theoretical fundament for the supportive effects of divergent communication schemes. Divergent communication schemes go hand in hand with ambiguity, that is, the source of joint dialogues and discussion through which alliance partners refine and adapt their different perspectives and interpretations. However, the supportive effect of divergent communication schemes on speed to market declines with increasing collaboration intensity. Research limitations/implications – The assessment of divergent communication schemes and new product development performance of the dyadic relationships in this survey is only based on one respondent. Furthermore, the study’s focus on a specific industry sector, albeit one fitting particularly well to the research question, may further limit the generalizability of the empirical findings. Future research should thus strive to take both firms of the dyadic relationship into account and moreover attempt to investigate mediating effects such as joint sensemaking or creativity. Practical implications – The results indicate that alliance managers should become aware that different ways of communication are not per se dysfunctional. To achieve beneficial effects, they should enhance dialogues and constructive discussions through which the alliance partners develop novel insights and solutions on the fundament of occurring misunderstandings that root in divergent communication schemes. Regular meetings and conferences as well as inter-organizational teams should be applied because they stimulate joint dialogues and discussions in alliances. These instruments also enable learning processes and the development of trust that are both crucial for sensemaking processes in alliances. Originality/value – Prior research has stressed the importance of interorganizational communication for the success of alliances. However, little is known about the effect of divergent communication schemes in alliances. This study shows theoretically and empirically that divergent communication schemes can improve new product development performance in alliances. The supportive effect of divergent communication schemes is contrary to the argumentation that communication problems and misinterpretations hamper alliance success.
32
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.
Full textAbstract:
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.
33
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.
Full textAbstract:
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.
34
Bucklin, Louis P., and Sanjit Sengupta. "Organizing Successful Co-Marketing Alliances." Journal of Marketing 57, no. 2 (April 1993): 32–46. http://dx.doi.org/10.1177/002224299305700203.
Full textAbstract:
Co-marketing alliances between firms afford fresh opportunity for strategic advantage. Data from 98 alliances show that gains in effectiveness can be obtained by reducing power and managerial imbalances. Careful project selection and better matching of potential partners also help to enhance alliance effectiveness.
35
Green, Robert T., and Linda V. Gerber. "Educator Insights: Strategic Partnerships for Global Education—Linkages with Overseas Institutions." Journal of International Marketing 4, no. 3 (September 1996): 89–100. http://dx.doi.org/10.1177/1069031x9600400307.
Full textAbstract:
The globalization of business education involves much more than the inclusion of more international business courses in the curriculum and the infusion of more international materials into all business courses. Like their corporate counterparts, business schools themselves need to become global institutions with operations in various parts of the world to enable faculty, students, and executive clients to gain international expertise and to provide regular and diverse global inputs into the educational process. Since most schools lack the resources to achieve a global reach by themselves, the best course generally involves the establishment of strategic alliances with foreign business schools. This article examines the nature of these alliances and suggests the many joint activities in which alliance partners can engage.
36
Morcillo-Bellido, José, and Alfonso Durán-Heras. "Capabilities generation mechanisms in alliances: Case based analysis." Dirección y Organización, no. 53 (July 1, 2014): 51–57. http://dx.doi.org/10.37610/dyo.v0i53.452.
Full textAbstract:
Alliances are nowadays a key pillar for company’s strategy, allowing them to create strategic advantages over competitors. This study aims to identify mechanisms used by three large multinational companies (Cisco, Philips and Eli Lilly) - leaders in their respective large industries- to develop their alliance capabilities as a key competitive tool. Alliance capability development allows them to get successfully involved in a higher number of alliances and it is being used by these companies to become more agile and competitive in the market. This study attempts to infer a set of “Best Practices” on alliance management based on these three company practicesKeywords: alliances capabilities development, alliances mechanisms, alliances, alliances casesDesarrollo de mecanismos de capacidades en alianzas: análisis de casosResumen: Las alianzas son en la actualidad un pilar de la estrategia empresarial, permitiendo a las empresas crear ventajas competitivas sobre sus competidores. En este trabajo se busca la identificación de los mecanismos usados por tres grandes compañías multinacionales (Cisco, Philips y Eli Lilly) – líderes en sus respectivos importantes sectores industriales – para desarrollar sus capacidades en alianzas como una herramienta estratégica clave. El desarrollo de capacidades en alianzas les permite involucrarse en un cada vez mayor número de alianzas que son utilizadas por estas compañías para conseguir ser más agiles y competitivas en el mercado. Este estudio trata de inferir un conjunto de “Buenas Prácticas” en la dirección de alianzas a partir de las prácticas de estas compañías. Palabras clave: desarrollo de capacidades en alianzas, mecanismos en alianzas, alianzas, casos en alianzas.
37
Oyedele, Adesegun, and Fuat Firat. "Institutions, small local firms’ strategies, and global alliances in sub-Saharan Africa emerging markets." International Marketing Review 37, no. 1 (December 16, 2019): 156–82. http://dx.doi.org/10.1108/imr-01-2019-0022.
Full textAbstract:
Purpose The purpose of this paper is to respond to the call of international marketing professionals for more studies on strategies that firms use in response to the complexities of interacting with other institutions in the emerging markets (EMs) of sub-Saharan Africa. The key research question investigated by employing the exploratory qualitative data gathered is: What strategies and global alliances do small local firms (SLFs) in Nigeria adopt to succeed under complex market conditions? Design/methodology/approach The methodology employed is exploratory qualitative research. The authors conducted extended interviews to generate rich case study data from the top management of the selected SLFs in Nigeria. The interview data were assessed using open, axial and selective coding to uncover macro-narratives that guide SLFs’ strategies and global alliances. Findings The macro-narratives derived from the qualitative case analysis reveal a theoretical framework centered on three major elements of competitive strategies in Nigeria: build global capacity and strategic alliances from the get-go; develop local strategic alliances; master matching alliance partners’ needs to create innovative payment plans and, when necessary, shift the transaction cost burden to alliance partners. Matching theory rather than traditional network theories is better at explicating SLFs’ alliances in Nigeria. Implementation of these strategies requires flexible strategic initiatives. Originality/value The study adapts institutional interaction theory, network theory, matching alliance perspective, trade credit theories and the literature on small firms’ strategies in EMs to explicate successful small local firm strategies and global alliances under complex market conditions in Nigeria. The recognition that SLFs regularly migrate and shift the burden of transactions’ cost to multiple stakeholders in the supply network by matching customers and supplier needs is important. The discovery of matching theory in explicating SLFs’ global alliances in Nigeria is unique to this study.
38
Marchewka, Jack T., and Lynn Neeley. "Developing and Managing Corporate‐Academic Alliances." American Journal of Business 15, no. 1 (April 22, 2000): 47–54. http://dx.doi.org/10.1108/19355181200000005.
Full textAbstract:
Strategic alliances between academic and corporate partners can provide exceptional benefits and reveal new opportunities for shared value. Benefits and opportunities include alternative sources of funding to support academic programs, more effective and efficient matching of students with prospective employers, applied research for faculty, innovative and mutual learning environments, and improved business practices. The focus of this paper will describe how three corporate‐alliance relationships with Northern Illinois University’s College of Business were initiated and developed. Other schools and companies looking to develop similar relationships may hopefully benefit from the College of Business’s experience. Moreover, corporate and academic alliances provide a potentially rich area of research.
39
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.
Full textAbstract:
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.
40
Teng, Bing‐Sheng, and T. K. Das. "Governance structure choice in strategic alliances." Management Decision 46, no. 5 (May 23, 2008): 725–42. http://dx.doi.org/10.1108/00251740810873482.
Full textAbstract:
PurposeStrategic alliances have a variety of governance structures that can be broadly classified as joint ventures, minority equity alliances, and contractual alliances. This paper seeks to empirically examine the roles of four key determinants of governance structure choice, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.Design/methodology/approachSeveral hypotheses are developed regarding governance structure choice and are tested with data from 765 alliances. A multinomial logistic regression (logit) model is used for statistical analysis, with five control variables.FindingsAll hypotheses are supported, so that the roles of alliance objectives, alliance management experience, and international partners are demonstrated as being significant as determinants of governance structure choice in alliances.Research limitations/implicationsLimitations stem from the data being from a single source, one that also relies on press announcements that may be biased toward larger alliances.Practical implicationsBriefly, alliance managers should find it useful to assess the relative presence of the four determinants of structural choice studied in this investigation in order to make an informed selection of the appropriate governance structure.Originality/valueThe study contributes to the knowledge of the key determinants of governance structure choice in strategic alliances by examining empirically, with a large sample of alliances from various industries, the significant roles of four factors, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.
41
KICKUL, JILL, ELIZABETH BELGIO, and MATT GREEN. "EMERGING WITH ALLIES: THE ROLE OF TOP MANAGEMENT STRATEGIC CONGRUENCE IN THE CREATION OF INTER-FIRM RELATIONSHIPS." Journal of Enterprising Culture 12, no. 01 (March 2004): 35–53. http://dx.doi.org/10.1142/s0218495804000038.
Full textAbstract:
As new and enabling technologies allow for the opening of market and resource opportunities in many industries, the importance of building and developing inter-firm alliances has become a business necessity. Entrepreneurial firms that are able to define their internal core competencies and strategies as well as work side-by-side with complementary partners may be able to exploit many of the opportunities existing in the marketplace. Moreover, those firms able to continuously improve their businesses and competencies as well as their alliance structure will also be at an advantage in meeting the next new opportunity. The purpose of this paper is to examine the value realized from strategic alliances in terms of product/service innovations, future strategic planning, and technology infrastructure advantages. By utilizing strategic alliances, entrepreneurial growth in terms of external capabilities as well as operational effectiveness may be realized.
42
Lo, Fang-Yi, Anastasia Stepicheva, and Tzu-Ju Ann Peng. "Relational capital, strategic alliances and learning." Chinese Management Studies 10, no. 1 (April 4, 2016): 155–83. http://dx.doi.org/10.1108/cms-04-2015-0090.
Full textAbstract:
Purpose The purpose of this paper is to portray and analyze the importance of learning and knowledge transfer in strategic alliances created in the context of emerging markets, Russia and Taiwan in particular, and to identify the influence of relational capital factors on the effectives of learning in strategic alliances. Strategic alliances are one of the main tools companies resort to learn, acquire and develop new knowledge and skills. Design/methodology/approach This research is conducted by case study with four international strategic alliances between Taiwanese and Russian companies. Findings The results showed that the main driver determining the propensity of the companies located in the emerging markets to establish strategic alliances is learning intent. More specifically, the companies are willing to acquire partner’s managerial, marketing and production knowledge and skills. Relational capital created between partners, and presented through the existence of trust, communication and openness proved to have a determinant influence on the effectiveness and quality of learning process in the strategic alliances, especially in the context of the emerging markets. However, there is an inverted-U relationship between the learning potential of an alliance and the strength of relational involvement of the alliance partners, who utilize the certain means to prevent the negative effects of over-embeddedness. Originality/value The major contributions that were made by the study are the following: the authors made an attempt to synthesize different approaches and investigate what are the primary factors affecting strategic alliances formation and operation in the emerging markets context. The authors extended the previous research by reviewing, not only the impact of the relational capital on the process of learning among the partners in the strategic alliances but also by analyzing the forces influencing the strength of these ties. The authors further investigated whether the continuous strengthening of the relational ties is necessary and always beneficial for the companies.
43
Abdul Ghani, Ahmad Bashawir, and Malcolm Tull. "Alliance formation: A Study of the Malaysian Automobile Supporting Industry." Gadjah Mada International Journal of Business 12, no. 3 (September 5, 2010): 355. http://dx.doi.org/10.22146/gamaijb.5502.
Full textAbstract:
Competition in global industries is shifting increasingly from inter-firm rivalry to rivalry between networks of firms. Strategies of individual firms are thus contingent on the degree of interdependence that exists between them and the parent firm in the network. The present study examines the effect of network affiliation on a member firm’s decision to enter a foreign market and international strategic alliance formation. Affiliate firms have two options available to them: (1) enter into a competitive strategic alliance with a competitor or (2) enter into a symbioticstrategic alliance with the parent firm of the network organiza-tion. We tested this assertion using data from archival sources on sixty-five Japanese automobile suppliers that had set up strategic alliances in Malaysia and that belonged to various inter-organizational networks. Results indicate that when affili-ate firms are dependent on the parent firm, they prefer to form symbiotic strategic alliances. Conversely, affiliate firms prefer competitive strategic alliances with competitors when they are not dependent on the parent firm. ALLIANCE FORMATIONA Study of the Malaysian Automobile Supporting IndustryKeywords: automobile industry; joint venture; mode of entry; networks; strategic alliances
44
Osipenko, Oleg V. "Modeling Investment Alliances: Trends, Institutions, Roles." Journal of Modern Competition 15, no. 3 (August 13, 2021): 39–49. http://dx.doi.org/10.37791/2687-0657-2021-15-3-39-49.
Full textAbstract:
The article, based on the results of a study of current Russian economic, corporate management and judicial law enforcement practice, highlights various configurations of investment alliances regulated by the terms of corporate agreements that are in demand in large and moderately large businesses. The author draws the reader’s attention to the reference targets implemented in the operation of the corresponding models of such agreements of investors in the shares of joint-stock companies and shares in the authorized capital of limited liability companies, as well as on the management and legal tools for achieving these goals. The problem of modeling investment alliances in relation to the solution of long-, medium- and short-term goals and objectives of subjects of entrepreneurial practice requires the use of interdisciplinary analysis – research at the intersection of economics, management, management and law. The purpose of the article is to formulate the problem of modeling investment alliances, describe traditional models of investment alliances and reveal the institutions of modeling investment alliances that contribute to solving this problem. Among others, the authors analyze structures that effectively support the joint business practice of majority and minority shareholders, significant minority shareholders who consolidate corporate control with their help, activate the possibilities of corporate agreements concluded under Russian law for the implementation of mergers and acquisitions projects, as well as anti-raider protection of the target company. The author characterizes the traditional models of investment alliances: “Oath of Allegiance”, “Parity Formula”, “Presale Preparation”, “Speculative Agreement”, “Alliance of Minority Shareholders”, “Anti-Raider Coalition”. The author reveals the institutions of modeling an investment alliance: special rights of a participant, disproportionate powers, special rules of non-public companies, disproportionate contributions, and a corporate agreement. The author also emphasizes the diversity of the roles of participants in investment alliances, taken into account when solving the problem of modeling investment alliances.
45
Payán-Sánchez, Belén, Miguel Pérez-Valls, and José Antonio Plaza-Úbeda. "The Contribution of Global Alliances to Airlines’ Environmental Performance." Sustainability 11, no. 17 (August 24, 2019): 4606. http://dx.doi.org/10.3390/su11174606.
Full textAbstract:
Global alliances have traditionally been related to improvements in the economic and operational performances of companies, particularly in the airline industry. However, we still do not know the effect of the participation in this kind of multilateral agreement on the environmental performance of airlines. The main aim of this work is to analyze whether the alliance membership of airlines has an effect upon their environmental performance, and if so, whether or not the characteristics of the global alliance, as well as the business model of the airline, may influence this relation to a greater or lesser extent. The results of regression and Analysis of Variance (ANOVA) in a sample of 252 airlines (58 included in one of the three global alliances: Star Alliance, Oneworld, and SkyTeam) show a strong and inverse relationship between environmental performance and belonging to an alliance. The paper also shows empirical evidence of the influence of the business model of the airline on environmental performance. These results suggest important implications for managers facing challenges regarding sustainability.
46
Setyadi, Taufik, Hening Widi Oetomo, Khuzaini Khuzaini, and Suwitho Suwitho. "The Influence of Strategic Alliance on Competitive Advantage through Market Area and Product Innovation." International Journal of Business Administration 8, no. 7 (October 26, 2017): 57. http://dx.doi.org/10.5430/ijba.v8n7p57.
Full textAbstract:
This study is aimed to prove the implementation of strategic alliance can increasing competitive advantage of wood industry of Perhutani through develop of market area and market innovation. Based on the results of hypothesis testing and the analysis of strategic alliances, market area and product innovation against competitive advantage, it is known that building a competitive advantage in the timber industry forestry can be achieved through the establishment of strategic alliances right, based on the exchange of raw material resources, technology or resources marketing. Strategic alliances are used to strengthen the position of the timber industry in the face of competition forestry business. The more precise the model selection strategic alliance Perhutani timber industry will be able to build competitive advantage of her. The development model of strategic alliances Perhutani timber industry that needs to be developed is to increase the competitive advantage has the form of an alliance focused on cooperation in provision of raw materials, interest in improving the skills of cooperation and the application of the production process technology.
47
Chen, I.-Fen, and Shao-Chi Chang. "The intra business group effects of alliance network extensions." Management Decision 54, no. 6 (July 11, 2016): 1420–42. http://dx.doi.org/10.1108/md-06-2015-0223.
Full textAbstract:
Purpose – The purpose of this paper is to better understand the influence of business group membership by exploring how actions by a member firm influence other firms in the business group. Specifically, the authors ask two questions in this study: when a member firm forms strategic alliances with partners outside of the business group, how does the alliance influence other members in the business group? Moreover, which types of member firms are more affected than others? Design/methodology/approach – The authors employ standard event-study methodology to examine the stock price responses for the focal and member firms on the announcement of an alliance. Moreover, the authors employ the cross-sectional regression analyses to test hypotheses concerning the impact of alliance, group, and firm characteristics on the cumulative abnormal returns of non-announcing members. All regressions are estimated using ordinary least squares. Findings – The results show that, on average, alliance-announcing member firms experience significantly positive share price responses to announcements of strategic alliances. Moreover, the impact of alliance formation spillover to other non-announcing members in the business group. The authors also find that the influences on the non-announcing members are dissimilar. The non-announcing members are more strongly affected when they are in different industries from the non-member partner, and when the ownership of the business group is more concentrated. Originality/value – This study is to extend the resource complementarities perspective, which may help firms to more effectively configure their network portfolios in order to develop synergies among related network resources. The study thus extends the alliance portfolio literature to the literature on business groups. Since the inter-firm networks within business groups are more complex than those in alliance portfolios, the authors are able to study how the structure of a business, such as ownership concentration, can influence the intra-network effect.
48
Newmeyer, Casey E., Efua Obeng, and John Hulland. "Joining forces for doing good: getting the international cause-alliance right." International Marketing Review 37, no. 5 (September 12, 2019): 829–39. http://dx.doi.org/10.1108/imr-04-2019-0122.
Full textAbstract:
Purpose Drawing on the brand alliance, cause marketing and corporate social responsibility literatures, the authors introduce the notion of international cause alliances. The authors conceptualize international cause alliances as strategic partnerships between international causes and for-profit companies with the stated purpose of raising funds for the cause. Beyond signaling that companies are socially responsible, international cause alliances may also help companies increase brand awareness or expand into new markets. Because international cause alliances take many forms and differ in the extent to which the brands are integrated, they have very different strategic implications. The purpose of this paper is to discuss these implications in a framework as well as providing managerial direction for both for-profit companies and causes when forming such alliances. Design/methodology/approach Using literature on brand alliances, cause marketing, and corporate social responsibility as a foundation, the authors introduce the notion of international cause alliances. The authors review literature to understand the many forms of alliances and investigate the extent to which brands are integrated. The authors then use these implications to develop a framework that can guide managerial decision-making for both for-profit companies and causes when forming such alliances. Findings The research suggests that to effectively develop international cause alliances, the organization involved must be aware of the challenges and potential benefits that these partnerships produce. For instance, while highly integrated alliances involve large resource commitments they also facilitate brand image spillover. As such, these alliances are a great way for companies to alter customers’ perceptions of their brands. Alternatively, low integration alliances require fewer resources and facilitate market expansion. Research limitations/implications This research identifies strategies that companies and causes can use to either expand their markets or alter customers’ perceptions of their brands. Originality/value This paper presents a framework that companies and causes can use when forming international cause alliances.
49
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.
Full textAbstract:
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.
50
Ho, Nguyen-Nhu-Y., Phuong Mai Nguyen, Thi-Minh-Ngoc Luu, and Thi-Thuy-Anh Tran. "Selecting Partners in Strategic Alliances: An Application of the SBM DEA Model in the Vietnamese Logistics Industry." Logistics 6, no. 3 (September 15, 2022): 64. http://dx.doi.org/10.3390/logistics6030064.
Full textAbstract:
Background: Strategic alliance is a popular strategic option for business entities to strengthen the competitive advantages of all partners in a partnership. The global logistics industry has witnessed the formulation of several successful strategic alliances. However, the Vietnamese logistics industry seems to grow slowly and lacks long-term inter-firm partnerships. In such a context, it is critical to have a more effective approach to selecting partners in strategic alliances to increase long-term relationships and firm performance. Method: Thus, this study proposes using the SBM-I-C DEA model to examine and suggest partners for Vietnamese logistics firms to form strategic alliances. Results: Our findings show that integrating technology in managing strategic alliances will foster companies in the alliance to formulate a better strategy with up-to-date information on policies. Conclusion: Using the SBM-I-C DEA model, companies can minimize operating costs and optimize delivery time. Thus, companies can better satisfy customers. From the research findings, some implications are proposed for Vietnamese logistics companies.