Relevant bibliographies by topics / Strategic alliance

Academic literature on the topic 'Strategic alliance'

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Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "Strategic alliance"

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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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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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de Lyra, Renato Rodrigues, and Teresia Diana Lewe van Aduard de Macedo Soares. "Strategic alliance governance forms." Corporate Ownership and Control 8, no. 4 (2011): 334–44. http://dx.doi.org/10.22495/cocv8i4c3art2.

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This article presents the results of bibliographical research with a view to identifying the principal factors that should be considered by firms when choosing the most appropriate governance form for a new strategic alliance. It contributes to the body of knowledge regarding factors that influence the choice of governance form in strategic alliances, by seeking to incorporate concepts and proposals available in the internationalization and corporate governance literature to the alliance governance field. It thus also intends to provide guidance on recommended governance forms and practices for executives of firms that operate in strategic alliances at domestic and international levels.
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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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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.

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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
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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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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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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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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.

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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.
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Otto, Peter. "Dynamics in Strategic Alliances." International Journal of Information Technologies and Systems Approach 5, no. 1 (January 2012): 74–86. http://dx.doi.org/10.4018/jitsa.2012010105.

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The objective of this paper is to develop a dynamic theory of interorganizational learning and knowledge acquisition in strategic alliances. Strategic alliances are becoming an increasingly important organizational form to gain access to new knowledge and to leverage existing knowledge. By establishing an alliance with one or more partners, an organization will gain valuable learning opportunities to acquire knowledge and to enhance its competitiveness. The degree to which the partners can realize their learning objectives is dependent on their absorptive capacities and the collaborative strategies adopted by the partners. These collaborative strategies may include the trust between alliance partners as well as the willingness to share existing knowledge. In order to gain insights into the dynamics of interorganizational learning and knowledge acquisition, the authors propose a simulation model to test different conditions influencing the outcome of an alliance. The results can improve our understanding of the key factors that influence the acquisition of knowledge in strategic alliances. The paper concludes with a discussion of guidelines to assess and manage the outcome of strategic alliances.
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Dissertations / Theses on the topic "Strategic alliance"

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Zoogah, Baniyelme David. "Alliance mental models and strategic alliance team effectiveness." The Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=osu1148569488.

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Zoogah, David Baniyelme. "Alliance mental models and strategic alliance team effectiveness." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1148569488.

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Roßmannek, Oliver [Verfasser], and Olaf N. [Akademischer Betreuer] Rank. "Institutions and strategic alliance networks." Freiburg : Universität, 2017. http://d-nb.info/1141575906/34.

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RUSSO, MARGHERITA. "Strategic Alliances in Global Markets." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2017. http://hdl.handle.net/10281/153661.

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Negli ultimi due decenni, le alleanze strategiche sono diventate per le imprese un’importante fonte di crescita e vantaggio competitivo, grazie ai numerosi benefici che esse forniscono quali accesso a nuove risorse e capacità critiche, miglioramento della posizione competitiva e accesso efficace e rapido a nuovi mercati. Le alleanze strategiche rappresentano un responso alla globalizzazione dei mercati e alla crescente incertezza e complessità dell’ambiente competitivo. La globalizzazione ha profondamente modificato il ruolo delle alleanze strategiche, diffondendo tra le imprese globali una logica di network collaborativo. Nessuna imprese può competere, come in passato, solo con la propria dotazione di risorse, conoscenze e competenze; l’economia globale richiede la creazione di organizzazioni strutturate, diffuse e altamente interconnesse chiamate network. Per cui, in situazioni di intesa competizione, la creazione di legami di collaborazione rappresenta il tipo comportamento strategico adottato da quelle imprese con una visione globale di lungo termine improntata al mercato. Nel primo capitolo, ho messo in luce il fine principale per cui le alleanze strategiche vengono formate, ovvero la combinazione della forza di due o più imprese per realizzare un obiettivo comune. Solo poche imprese posseggono tutte le risorse necessarie per competere efficacemente nel complesso ambiente economico, per cui esse cercano di colmare questo gap attraverso la formazione di alleanze strategiche. Inoltre, ho messo in luce la natura di “paradosso” delle alleanze strategiche, rappresentata dal fatto che nonostante la loro importanza strategica, presentino un tasso di successo ancora molto basso. Nonostante il loro tasso di crescita sia aumentato del 25% a livello globale, negli ultimi decenni, le alleanze strategiche esibiscono ancora un tasso di fallimento molto alto; ciò rappresenta un paradosso per le imprese. Il mio principale obiettivo è individuare il modo attraverso il quale le imprese possono affrontare il paradosso, indagando su quali siano i fattori chiave che conducono un’alleanza verso il successo. Nel secondo capitolo, con l’obiettivo di mostrare i benefici e le potenziali cause di insuccesso, ho fornito tre esempi di alleanze strategiche globali. Il primo esempio, utile a chiarire quando un’alleanza possa essere considerata di successo, è rappresentato dall’alleanza tra “Toyota e PSA”; gli altri due invece, rappresentati dalle alleanze tra “Renault e Volvo” e “Daimler Benz e Chrysler”, sono utili a mettere in luce le potenziali cause di fallimento di un’alleanza strategica. Nel terzo capitolo, al fine di individuare i fattori chiave che influenzano formazione e successo di un’alleanza strategica, ho deciso di utilizzare note prospettive teoriche come: -Transaction cost theory – Knowledge based view- Social exchange theory - Resource based view- Dynamic capability view and Alliance management capabilities. Nel quarto capitolo ho mostrato l’importanza ricoperta dai fattori di successo, individuati nel capitolo precedente, in ciascuna fase del ciclo di vita delle alleanze strategiche. Inoltre ho fornito l’esempio dell’alleanza tra “Ford e Mazda” al fine di mostrare come le imprese debbano gestire un’alleanza cross-culturally per condurla al successo. Nel quinto ed ultimo capitolo, ho messo in luce la questione riguardante l’eterogeneo tasso di alliance performance tra le imprese nei mercati globali; infatti alcune imprese ottengono successo dalle proprie alleanze e altre falliscono. Ricerche precedenti hanno dedotto che le imprese con un elevata alliance performance, sono quelle dotate di un ordine di capacità gestionali superiori definite “alliance management capabilities.
In the last two decades, strategic alliances became important sources of growth and competitive advantage thanks to several benefits that they provide such as accessing new and critical resources and capabilities, improving competitive position, effective and rapid entering in new the markets. Strategic alliance has been seen as a response to market globalization and increasing uncertainty and complexity of the economic environment. Globalization has deeply changes the role of strategic alliances; it has led collaborative network logic between global firms. No firms can compete in the marketplace, as in the past, only with own its resources, knowledge and skills; global economy requires structured, widespread and highly interconnected organizations called network. Indeed, in situations of highly-intensive competition, the setting up of lines of cooperation represents typical strategic behavior by firms with a long-term view and global market vision. In the first chapter of my research, I highlight the main purpose of strategic alliances that is to combine the strengths of two or more firms for achieving mutual goals. Only few firms have all the resources need to compete effectively in the current complex economic environment, so they seek to fill this gap through strategic alliances formation. Then, in this chapter I also highlight the “alliances’ paradox nature” represented by the fact that despite their strategic importance they still present a very low success rate .Although the growth rate has increased at 25% globally, in the recent years, strategic alliances tend to exhibit a high failure rates. Therefore, although in global markets, the number of strategic alliances continues to grow, they still have a very low success rate. This represents a paradox for firms; the main purpose of my research is identifying the way through which firms can address this paradox, investigating the main factors that lead strategic alliances toward success. In second chapter, in order to show alliances’ benefits and potential causes of failure, I provide three examples of global alliances. The first example, useful to explain the concept of alliance success and to show potential alliances’ benefits, is represented by the alliance between “Toyota and PSA”; the others two, represented by the alliances between “Renault and Volvo” and “Daimler Benz and Chrysler”, are useful to identify potential causes of alliance failure In the third chapter, in order to identify the key factors that influence formation and success of a strategic alliance, I choose the essential arguments of -Transaction cost theory – Knowledge based view- Social exchange theory - Resource based view- Dynamic capability view and Alliance management capabilities. I also provide an example of successful strategic alliance, the agreement between “Ford and Mazda” that is considered a case of historic successful cross-culturally alliance. In the fifth chapter, I highlight the question concerning the heterogeneous alliance performance between global firms; some firms obtain success from their partnerships and others fail. Previous studies found that firms with greater alliance performances, are those firms with superior capabilities termed in literature as “alliance management capabilities”.
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Michaelis, Ralph. "A study of alliance formation and alliance mode choice for non-equity strategic alliances in the high technology sector." Thesis, University of Ottawa (Canada), 1996. http://hdl.handle.net/10393/9703.

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The objective of this research was to broadly study the topic of non-equity strategic alliances in the high technology sector. The a priori assumptions were that non-equity alliances were different, and that treatment of non-equity alliances in high technology firms was different from other industries. The objectives of the study were to understand: (a) why are non-equity alliances chosen in the high technology sector; (b) what roles do strategy and core competencies play in the choice of non-equity alliances; and (c) what role do technology and market factors play in high technology alliances? This study investigated twelve alliance formation decisions among three firms in the Ottawa-Carleton Region, in Ontario, Canada. The firms in the sample ranged in size from $150 million in annual revenues, to more than \$10 billion. The partner organizations reflected an international scope with headquarters in Japan, Europe and North America. The sample covered non-equity strategic alliances formed from 1990 to 1996. (Abstract shortened by UMI.)
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Pun, Ming-yu Kenji. "The development of strategic alliance of airports." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B37228882.

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Park, Jong-Hun. "Strategic airline alliance : modelling and empirical analysis." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/nq25132.pdf.

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Pun, Ming-yu Kenji, and 潘明宇. "The development of strategic alliance of airports." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B37228882.

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Wratschko, Katharina Speckbacher Gerhard. "Strategic orientation and alliance portfolio configuration the interdependence of strategy and alliance portfolio management /." Wiesbaden : Gabler, 2009.

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Holmgren, Henrik, Colin Platt, and Johan Svennerholm. "Capacity Performance Measures in International Airline Alliances : The case of Star Alliance." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1301.

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Background

Strategic alliances have become increasingly popular within the business world, they can be seen as a way to improve the total output of the firm. Over the last 10 years, the industry endured trying times, the most notable being the events of September 11, 2001. That event drastically changed airline traveling all across the world. It also showed the importance of collaborations in order to stay competitive. Star Alliance began in 1997 and has since then grown into

the world’s largest airline alliance with a total market share of 25.1%.

Purpose

The raison d’être of this study is to quantify and analyze the augmentation of load factors over time, in terms of distribution, as they pertain to capacity performance of allied carriers within Star Alliance.

Method

In order to fulfill the purpose, a deductive approach to the research has been taken. Furthermore, due to the nature of the data, a quantitative approach has been used within. Two hypotheses will be stated and several research questions as well.

Result

It can be clearly seen that distribution of load factors has transformed during the years. There is a shift in both the skewness and the kurtosis of the distributions that can be seen when examining the frequency distribution charts. The kurtosis increases and the skew decreases, measures that are positive for the airlines, while the anomalies of 0% and 100% load factor have remained stable throughout the years. A general increase in the average load factors has also been seen.

Conclusion

By analyzing the empirical findings, it is clear that the load factor of the allied members has increased and that the proportion of the denied boardings decreased in relation to the average load factor. This means that the alternative hypothesis was accepted in the first hypothesis and that the second alternative hypothesis was accepted in the second hypothesis. The research also reveals a generally increased mean which together with the changes in the skew and kurtosis lead to an acceptance of the beta distribution. Furthermore, higher load factors were shown to have a strong correlation with the increase in efficiency and decrease in overselling.

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Books on the topic "Strategic alliance"

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. Strategic Alliance Management. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673.

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American Association of Naturopathic Physicians. Alliance on Naturopathic State Licensing. Alliance strategic plan. Seattle: American Association of Naturopathic Physicians, 1997.

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Developing alliance capabilities. New York: Palgrave Macmillan, 2008.

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J, Kelly Micheál, ed. Cases in alliance management: Building successful alliances. Thousand Oaks, Calif: SAGE Publications, 2007.

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E, Spekman Robert, and International Consortium for Executive Development Research., eds. Alliance and partnership strategies: A guide to managing successful alliances. Lexington, MA: International Consortium for Executive Development Research, 1997.

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McShane, Kathryn Julie. Strategic purchasing: Supplier alliance increase purchasing's strategic role. (s.l: The Author), 1997.

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Haq, Rehan Ul. Positing the infrastructure alliance. Birmingham: Birmingham Business School, 2004.

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Wratschko, Katharina. Strategic Orientation and Alliance Portfolio Configuration. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9459-2.

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University of Aberdeen. Centre for Defence Studies., ed. Greenland and the Atlantic Alliance. Aberdeen, Scotland: Centre for Defence Studies, 1985.

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-L, Urban Sabine M., ed. From alliance practices to alliance capitalism: New strategies for management and partnership. Wiesbaden: Gabler, 1998.

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Book chapters on the topic "Strategic alliance"

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Nahler, Gerhard. "strategic alliance." In Dictionary of Pharmaceutical Medicine, 175. Vienna: Springer Vienna, 2009. http://dx.doi.org/10.1007/978-3-211-89836-9_1338.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance portfolios." In Strategic Alliance Management, 265–81. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-18.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance networks." In Strategic Alliance Management, 282–97. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-19.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance professionals." In Strategic Alliance Management, 332–45. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-22.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance teams." In Strategic Alliance Management, 346–60. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-23.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance capabilities." In Strategic Alliance Management, 361–73. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-24.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance negotiation." In Strategic Alliance Management, 43–56. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-4.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance design." In Strategic Alliance Management, 57–77. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-5.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance launch." In Strategic Alliance Management, 78–91. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-6.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance management." In Strategic Alliance Management, 92–109. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-7.

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Conference papers on the topic "Strategic alliance"

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LEHENE, Cosmin Florin. "AN EMPIRICAL INVESTIGATION OF ALLIANCE PORTFOLIO STRATEGIES OF MEDIUM AND LARGE COMPANIES OPERATING IN ROMANIA." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/03.01.

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In this paper we have investigated the alliance portfolio strategies of best performers medium and large companies operating in Romania. Adapting, shaping, and stabilizing alliance portfolio strategies were investigated based on an existent theoretical framework, but extending the criteria used to evaluate each type. Based on a qualitative and quantitative analysis of the answers provided by 46 companies we found divergent patterns of adoption of alliance portfolio strategies by companies in our sample. From the 46 companies considered in our study 16 implemented a shaping alliance portfolio strategy. Thus, these companies used alliances to shape the environment according to company’s strategy. In addition, 17 companies implemented an adapting alliance portfolio strategy using alliances to adapt, respectively 13 companies resorted to a stabilizing alliance portfolio strategy using alliances to stabilize their environment. At molecular level, we found that most of medium size firms resorted to an adapting alliance portfolio strategy (11 companies) while most of large companies appealed to a shaping alliance portfolio strategy (15 companies). We also found that most MNC resorted to alliances either to shape or stabilize the environment as part of their strategy in Romania. Using alliances to adapt to their environment as part of their strategy was mostly used by Romanian companies. Moreover, we found that all companies operating in a younger industry resorted to a shaping alliance portfolio strategy, while for those operating in more mature industries the patterns were more diverse and equilibrated. For all these variables the alliance portfolio strategies were also separated investigated in detail. The findings in this paper might have implications for international business and strategic management scholars, particularly those studying strategy topics in Eastern Europe.
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Musa, Soebowo. "The Roles of Strategic Alliances, Innovation Capability, and Cost Reduction Towards Customer Loyalty and Firm's Competitive Advantage." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_230.

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Disruptive business environment such as the Covid-19 pandemic and the recent high volatility in commodity prices has changed the way businesses were conducted. The heavy equipment industry is one of many industries affected by such a disruptive environment, especially those who are related to the mining industry where the volatility of the commodity prices has a significant impact on their business performance. Alliances are commonly formed by heavy equipment distributors and their customers to create a mutual benefit to sustain their performance. Strategic alliances have attracted substantial attention from industry as well as academia as a way to stay competitive. Most strategic alliances focus on the strategic alliances partner-to-partner in serving their customers. Consumer behaviour has changed due to disruptive forces that make firms' strategic focus more on human-centric business approaches. This study looks at the roles of strategic alliances in the partner-to-customer relationship, innovation capability, and cost reduction toward customer loyalty and competitive advantage. Data was collected from 335 respondents from the firms that have entered into strategic alliances. This study finds strategic alliances have the highest association with cost reduction, followed by their association with innovation capability. Strategic alliances enhance customer loyalty through innovation capability. Cost reduction is not a lever to develop customer loyalty in the strategic alliance partner-to-customer relationship. The study also confirms that operational efficiencies are necessarily the source of competitive advantage, but strategic alliances are.
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Wang, Yiru. "An Analysis of Strategic Alliance." In 2022 2nd International Conference on Enterprise Management and Economic Development (ICEMED 2022). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220603.049.

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Zhang, Shun-tung, Dai-qin Zhang, and Li-bo Huang. "Strategic alliance for enterprise knowledge management." In EM2010). IEEE, 2010. http://dx.doi.org/10.1109/icieem.2010.5646660.

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Cho, Byung-sun, Shin-won Kang, and Seongmin-min Cha. "Trends in Telecommunications Strategic Alliance Regulation." In 2006 Technology Management for the Global Future - PICMET 2006 Conference. IEEE, 2006. http://dx.doi.org/10.1109/picmet.2006.296778.

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Duan, Shan, Qianyun Zhang, and Yan Cai. "Research on Industrial Technology Innovation Strategic Alliance Based on Alliance Network." In AICS 2019: 2019 International Conference on Artificial Intelligence and Computer Science. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3349341.3349523.

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Qi, Meng, and Han Bin. "Analysis on Strategic Alliance for Forming Synergy Mechanism Based on Alliance Entropy." In 2011 International Conference on Business Computing and Global Informatization (BCGIn). IEEE, 2011. http://dx.doi.org/10.1109/bcgin.2011.113.

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Peery, M. D., and C. L. Thomson. "Ecuador Strategic Alliance Project: A Case History." In SPE/IADC Drilling Conference. Society of Petroleum Engineers, 1995. http://dx.doi.org/10.2118/29336-ms.

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Yuying, Wu, Tian Meng, and Yan Feng. "A Corporation Niche Analysis of Strategic Alliance." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349319.

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McMillan, Charles. "Introduction to the Accelerated Strategic Computing Initiative Academic Strategic Alliance Program." In 30th Fluid Dynamics Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1999. http://dx.doi.org/10.2514/6.1999-3644.

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Reports on the topic "Strategic alliance"

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Whited, Tammy. Driving Strategic Alliance — with Best Practices. Office of Scientific and Technical Information (OSTI), May 2018. http://dx.doi.org/10.2172/1460566.

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Travis L. Mcling. Carbon Issues Task Force Report for the Idaho Strategic Energy Alliance. Office of Scientific and Technical Information (OSTI), October 2010. http://dx.doi.org/10.2172/1017882.

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Stephenson, Garold E., Henry F. Kleinknecht, Patrick J. Nix, Joseph P. Bucsko, and Ricky T. Phaison. Acquisition: Results of the Defense Logistics Agency Strategic Supplier Alliance with Honeywell International, Incorporated. Fort Belvoir, VA: Defense Technical Information Center, March 2002. http://dx.doi.org/10.21236/ada399714.

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Harrison, Michael T., and Sr. Dr. Martin Luther King, Jr. - His Strategic Vision, Leadership, and Conflict/Alliance With the Kennedy Administration. Fort Belvoir, VA: Defense Technical Information Center, March 2000. http://dx.doi.org/10.21236/ada377609.

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Hernández, Beatriz. Modernising the EU-Chile Association Agreement: strengthening an alliance for social inclusion and environmental sustainability. Fundación Carolina, May 2022. http://dx.doi.org/10.33960/issn-e.1885-9119.dtff05en.

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This research paper analyzes the results of the Association Agreement (AA) between the European Union and Chile, which entered into force in 2003, up to the present time when its modernization is being negotiated. After 19 years of the agreement, the international context has changed both in its political and economic dimensions, so it is important to analyze what role these agreements can have in the face of the challenges of the post-pandemic recovery and the objectives of both regions in terms of strategic autonomy, in the geopolitical field, and in the transition towards new development models that respond to shared challenges such as climate change, ecological transition, digitalization, social inclusion or the revitalization of multilateralism.
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Carduner, Oliver C. Values as a Strategic Constraint: How Cultural Values Undermine U.S. Foreign Policy in Colombia. What We Can learn From the Alliance for Progress to Reduce Risk of Failure With Plan Colombia. Fort Belvoir, VA: Defense Technical Information Center, May 2001. http://dx.doi.org/10.21236/ada441523.

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Arnold, Zachary, and Ngor Luong. China’s Artificial Intelligence Industry Alliance. Center for Security and Emerging Technology, May 2021. http://dx.doi.org/10.51593/20200094.

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As part of its strategy to achieve global leadership in AI, the Chinese government brings together local governments, academic institutions, and companies to establish collaboration platforms. This data brief examines the role of China’s Artificial Intelligence Industry Alliance in advancing its AI strategy, and the key players in the Chinese AI industry.
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Bliss, Gary L. Revolution in Business Affairs: Strategic Business Alliances in Army Transformation. Fort Belvoir, VA: Defense Technical Information Center, January 2002. http://dx.doi.org/10.21236/ada401960.

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Bodt, Barry A. Robotics Collaborative Technology Alliance (RCTA) 2011 Baseline Assessment Experimental Strategy. Fort Belvoir, VA: Defense Technical Information Center, September 2011. http://dx.doi.org/10.21236/ada553606.

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Lerner, Josh, and Robert Merges. The Control of Strategic Alliances: An Empirical Analysis of Biotechnology Collaborations. Cambridge, MA: National Bureau of Economic Research, April 1997. http://dx.doi.org/10.3386/w6014.

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