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Wang, Chia-Nan, Hsien-Pin Hsu, Jing-Wein Wang, Yang-Chin Kao, and Thi-Phuong Nguyen. "Strategic Alliance for Vietnam Domestic Real Estate Companies Using a Hybrid Approach Combining GM (1,1) with Super SBM DEA." Sustainability 12, no. 5 (March 2, 2020): 1891. http://dx.doi.org/10.3390/su12051891.
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The high economic development in Vietnam contributes much momentum to boost the estate industry in this country. However, competition in this market is also increased. To survive better in this industry, the estate companies in the Vietnam estate industry can apply strategic alliance which, however, depends heavily on forming the right partnership. For this purpose, a hybrid approach combining Grey Theory with Data Envelopment Analysis (DEA) has been proposed in this research to assess and predict the performance of some Vietnamese estate companies, in addition to helping to form the right partnership. For empirical study, 16 companies in the Vietnam estate industry have been selected as Decision Making Units (DMUs). After collecting these DMUs’ historical data in the time period 2012-2017, the grey model GM (1,1) was first used to forecast the performance of these DMUs in 2018-2020. Then, the slacks-based measure (SBM) super efficiency (super SBM) model was used to assess their performance. To initiate partnerships, Becamex Infrastructure Development Joint Stock Company (IJC) has been selected as a target company and it can develop 15 different strategic alliance scenarios. The experimental results show that only some of the scenarios are beneficial. Thus, prudence is a necessity when using strategic alliance.
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Goff, Patricia M. "Public diplomacy at the global level: The Alliance of Civilizations as a community of practice." Cooperation and Conflict 50, no. 3 (April 13, 2015): 402–17. http://dx.doi.org/10.1177/0010836715574915.
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Innovative mechanisms of global governance are increasingly common, yet they defy easy categorization. The Alliance of Civilizations, a UN initiative that seeks to promote intercultural dialogue, is one such example. It is a hybrid entity that exhibits elements of networks, international organizations, and public–private partnerships, among other things. Only when we shift our gaze to its patterned activities do we discover that it might best be understood as a community of practice specializing in global-level public diplomacy. Practice-based analysis, therefore, allows a deeper understanding of the Alliance and, in turn, prompts a fresh consideration of an increasingly important form of diplomacy. I argue, in particular, that public diplomacy is not solely a national-level, state-oriented activity. In turn, this inquiry invites practice theorists to reflect on the degree of fit required to associate a unique social form with an identifiable set of patterned activities.
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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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Oetari, Andi, and Zainul Arifin. "Alliance Strategic and Organizational Form, Managerial and Market Engangement to Improve Performance." International Journal of Project Management and Productivity Assessment 8, no. 1 (January 2020): 1–17. http://dx.doi.org/10.4018/ijpmpa.2020010101.
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The purpose of this study examines whether the strategic alliance affects the organizational form, managerial strategy, market engagement, and performance and how these variables interact in order to become a mutually beneficial partnership. The study took place in Indonesia, especially in Java, to the parties related to the strategic alliance between PT Transportasi Jakarta and bus operators in investment and management of Busway in DKI Jakarta. The study took place is in Indonesia especially Java Island and not only in DKI Jakarta. Findings in this study is have significant and positive effect on organizational form, in other hands, the strategic alliance has a non-signifncant effect to performance, managerial strategy, and market engangement. The novelty in this study is the market engagement variable examined by looking at the relationship between the strategic alliance and market engagement, managerial strategy and market engagement, and market engagement and performance.
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Russo, Margherita, and Maurizio Cesarani. "Strategic Alliance Success Factors: A Literature Review on Alliance Lifecycle." International Journal of Business Administration 8, no. 3 (May 4, 2017): 1. http://dx.doi.org/10.5430/ijba.v8n3p1.
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Objectives. The research aims to investigate how firms can achieve alliance success. In global markets, the alliance failure rate is very high. This study will try to understand why, facing with such a high failure rate, more and more firms decide to enter or form strategic alliances. It appears necessary to identify key factors and show how firms can successfully manage them in each phase of alliance lifecycle.Methodology. For this study, a qualitative approach was adopted, in order to explore and understand the research problem. The issues of alliance success factors is investigated through the analysis of the existing literature, focusing in particular on the last two decades.Findings. By reviewing several theoretical perspectives, we identified alliance success factors and showed what kind of relevance they have in each phase of alliance lifecycle. It was found that strategic alliances develop through three phases. Alliance success lies on successful management of key factors, involved in each phase.Research Limits. Research deals with the issues of alliance success factors at the level of a single alliance and not at the level of an alliance portfolio. Further research should extend the analysis perspective.Managerial Implications. Firms involved in a strategic alliance should consider several critical aspects. For the entire alliance lifecycle, they have to look for a high degree of fit with their own partners. Another important aspect is related to the risk of opportunistic behavior, which could be reduced through the choice of an appropriate governance form and the development of social capital.
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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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Randall, Robert M. "The coyote and the bear form a strategic alliance." Planning Review 18, no. 5 (May 1990): 27. http://dx.doi.org/10.1108/eb054302.
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Chang, Liou, and Lo. "A Hybrid MCDM Model for Evaluating Strategic Alliance Partners in the Green Biopharmaceutical Industry." Sustainability 11, no. 15 (July 27, 2019): 4065. http://dx.doi.org/10.3390/su11154065.
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Since the rise of strategic alliances which play such an important role in industry today, the biopharmaceutical industry worldwide has entered an era of rapid change and collaborative thinking. The strategic alliance is one of the most important strategies for the green biopharmaceutical industry. Member organizations in these alliances work together to create more advantageous biotechnologies based on environmental protection to achieve mutual benefits. In the past, there have been only a few studies discussing partner evaluations and the selection process for the green biopharmaceutical industry, so the criteria or indicators are still not complete. Therefore, this study proposes a novel multi-criteria decision-making (MCDM) framework for strategic alliance partner evaluation that combines the best-worst method (BWM) and the fuzzy TOPSIS technique based on the concept of aspiration level (called fuzzy TOPSIS-AL) to evaluate the performance and priority rankings of strategic alliance partners. The BWM overcomes the shortcomings of small sample sizes and streamlines the number of conventional pairwise comparisons needed. The fuzzy TOPSIS-AL technique introduces the concept of the aspiration level, thereby leading to more reasonable suggestions for improvement. In addition, data from a multinational green biopharmaceutical company survey are utilized to demonstrate the validity and applicability of the proposed model.
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Bizzi, Lorenzo. "The strategic role of financial slack on alliance formation." Management Decision 55, no. 2 (March 20, 2017): 383–99. http://dx.doi.org/10.1108/md-03-2016-0125.
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Purpose While previous research has developed unclear positions about the role of organizational resources on alliance formation, the purpose of this paper is to focus on financial slack resources to clarify the conditions that facilitate the formation of strategic alliances. Building on the behavioral theory of the firm, this paper theorizes that internal and external financial slack resources, measured as cash holdings and financial leverage, incentivize managers to form alliances, because they protect them against the risk of alliance failure. Design/methodology/approach Complete data were collected from 400 biotech public companies for the period from 2000 to 2015. The data set considered alliances among over 2,200 public and private companies. Hypothesis testing relied on generalized estimating equations. Findings Cash holdings positively impact alliance formation; financial leverage negatively impacts alliance formation; cash holdings and financial leverage interact in the prediction of alliance formation. Research limitations/implications While research in financial slack resources shows equivocal results, this study illustrates that they exercise a significant effect when it comes to the choice of forming strategic alliances. Limitations include the focus on multiple forms of alliances, possible restrictions in the external validity of the findings, and a lack of measurement of explanatory mechanisms. Practical implications Findings help managers understand the financial conditions in which they should choose to form or avoid alliances; findings help managers select alliance partners. Originality/value The study contributes by proposing a new outlook on alliances; identifying financial resources as alliance predictors when previous research focused on intangible resources; offering new insights into the often equivocal outcomes of financial slack; building an uncharted bridge between the finance and alliance literatures.
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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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Ahn, Se Hyun. "Can Korea, Russia, and China Form a Strategic Energy Alliance?" Journal of International Politics 15, no. 1 (March 31, 2010): 105. http://dx.doi.org/10.18031/jip.2010.03.15.1.105.
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Yu, Xiaohong, Sujuan Wang, and Xindong Zhang. "The Impact of Fairness Concerns on the Formation of Retailers Alliance with Considersion of Transshipment." Sustainability 11, no. 3 (January 29, 2019): 708. http://dx.doi.org/10.3390/su11030708.
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This paper investigated the impact of fairness concerns on the formation of the inventory transshipment strategy alliance through its impact on the ordering decisions and profits of two retailers. The paper introduced reference point dependency to describe the retailer’s fairness concerns utility function, and modeled the strategic alliance system consisting of two retailers involved in transshipment. The conditions for the existence of Nash equilibrium solutions were given. The paper solved the impact of the fairness parameters on order quantities and profits by the implicit function theorem. Based on the theoretical analysis and numerical examples, this paper investigated the formation of a strategic alliance under asymmetric and symmetric fairness concerns. The results are as follows: (1) under asymmetric fairness concerns, when the transshipment price of the retailer with no fairness concerns is no more than the transshipment price of the retailer with fairness concerns, an inventory transshipment strategy alliance can be formed. Otherwise the retailer with no fairness concerns may need to pay the retailer with fairness concerns certain fees in order to form a strategic alliance; (2) under symmetric fairness concerns, two completely symmetric retailers can form strategic alliances.
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Daidj, Nabyla. "Different Perspectives on KM 2.0 New Practices and Web 2.0 Tools at Renault-Nissan Alliance Since 2000." International Journal of Strategic Information Technology and Applications 4, no. 2 (April 2013): 1–20. http://dx.doi.org/10.4018/jsita.2013040101.
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The objective of this chapter was to understand how a “hybrid organization” (two automobile manufacturers Renault and Nissan within a strategic alliance) uses social networking and Web 2.0 tools to collaborate not only inside traditional organizational boundaries and within the alliance structure but also across geographical frontiers. Nissan has gradually lost its historic status as keiretsu as a result of its strategic alliance with the Renault. This alliance has had numerous consequences for the organizational structure of Nissan, even though both companies have maintained their identity by maintaining the two brands internationally. KM practices have evolved since the beginning of the strategic alliance. Two phases can be considered. During the first three years of the alliance, the two car manufacturers relied mainly on their own specific KM practices and processes. The second phase started in 2004 with the development of KM 2.0 and web 2.0 tools. The adoption of these tools by Renault has led to increased collaboration between the two manufacturers. The third period (2011-2013) is characterised by the development of collaborative tools and practices during which the Renault-Nissan alliance may enter a new phase of maturity.
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Setyadi, Taufik. "Strategic Alliances, Competitive Advantages, And Bandwagon Effect In The Perum Perhutani Wood Industry." International Journal of Science and Environment (IJSE) 2, no. 2 (May 14, 2022): 47–53. http://dx.doi.org/10.51601/ijse.v2i2.24.
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The establishment of Strategic Alliances or operational cooperation with strategic partners of the Wood Industry around the Perum Perhutani work area is a necessity to increase competitiveness. This study attempts to elaborate on the Strategic Alliance between the Perhutani Wood Industry and its partners to be able to achieve a Competitive Advantage through the development of Market Areas and the development of Product Innovations or in other words to find out to what extent the Strategic Alliance can improve the position of the Perum Perhutani Wood Industry Competitive Advantage. In addition, this study also aims to determine the extent to which the implementation of the Strategic Alliance, through the development of Market Areas and Product Innovation in the Perum Perhutani Wood Industry, influences increasing Competitive Advantage. This research is descriptive and uses a qualitative approach. This research uses a literature study technique and utilizes data sources obtained from several locations, namely (1) Perhutani Forestry Institute Library, (2) Brawijaya University Central Library, and (3) Discussion with colleagues. From the research results, it is known that the Strategic Alliance model that aims to increase Competitive Advantage is the most appropriate to be applied in Perum Perhutani is a form of Strategic Alliance that focuses on the interests of cooperation in increasing Product Innovation to realize Competitive Advantage, compared to the Strategic Alliance through the development of Market Areas. It is necessary to redevelop a good Strategic Alliance with the Wood Industry business partner Perum Perhutani by implementing: (1) Reconciliation of the Wood Industry business actors who join based on compatibility, mutual need, and mutual benefit; (2) Focus and professional; (3) Pooling of resources on what is already owned by the wood industry business partners so that a perfect alliance will have an impact on the success of Perum Perhutani to become a superior company.
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Das, T. K., and Bing-Sheng Teng. "Resource and Risk Management in the Strategic Alliance Making Process." Journal of Management 24, no. 1 (February 1998): 21–42. http://dx.doi.org/10.1177/014920639802400103.
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Resource-based and risk-based views of strategic alliances have not been adequately reflected in the literature. This paper identifies four types of critical resources that the partners bring to an alliance: financial, technological, physical, and managerial resource. It also suggests two basic types of risk in strategic alliances: relational risk and performance risk. The alliance making process is examined in terms of the interactive effects of resource and risk on the orientations and objectives of the prospective alliance partners. Managerial implications are discussed and future research directions indicated in the form of propositions for empirical testing.
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M. Torres, Ann. "Marketing networks as a form of strategic alliance among craft enterprises." International Journal of Nonprofit and Voluntary Sector Marketing 7, no. 3 (September 2002): 229–43. http://dx.doi.org/10.1002/nvsm.182.
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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.
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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
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Vajčnerová, Ida, and Kateřina Ryglová. "The change in the strategy of relationships within the branch of tourism." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 56, no. 3 (2008): 223–30. http://dx.doi.org/10.11118/actaun200856030223.
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The paper deals with the current situation on the tourism market in the Czech Republic that focuses mainly on the area of the relationships among the mediators of services. It specifies key problems in the legislation area influencing the protection of a consumer - a travel agency´s client, and proposes a suggestion for a possible solution by creating a strategic partnership among travel agencies. The theory of a coordinated change in a company is methodologically used in the paper, and it is applied on the change of relationships inside the whole branch. The specific plan for coordinated change of relationships among the mediators of tourism services, as well as the creation of a model for a strategical alliance of travel agencies in order to increase consumers´ protection and transparency of tourism market are also parts of the paper.The crucial goal of the strategic change is gaining competitive advantages for partner subjects in the form of the offer of a differentiated product that will be supplemented with guarantee and information services. The membership in strategic partnership is a form of utilizing signalling behaviour which subjects on the market identify themselves with.A strategic alliance represents a possible form of strategic partnership for coordinated change withing the branch; a medium intensity of binding interconnection between individual subjects is typical for it. The label of such strategic alliance will serve as a guarantee of quality as well as extended services for consumers.
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Rudianto, Maikel, Unggul Purwohedi, and Budi Santoso. "Analysis of Determinant Factors Performance of Alliance Strategy: Empirical Study in Learning Guidance in DKI Jakarta." International Journal on Advanced Science, Education, and Religion 3, no. 1 (March 26, 2020): 40–51. http://dx.doi.org/10.33648/ijoaser.v3i1.46.
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The alliance strategy is one solution to face the speed of competition in the business world or business. Strategic alliances are cooperative strategies in the form of partnerships that help bring together the strengths of each party in order to benefit each other in the form of long-term benefits and competitiveness in the market. The Alliance strategy can be judged successful or not by measuring the performance of the strategic alliance, because the most commonly used alliance measure is performance. So that a healthy alliance strategy implemented by a company is to see and evaluate the performance of the company's alliance strategy.This research was conducted with a non-sampling method or census of 132 (one hundred thirty-two) branches in DKI Jakarta in one of the companies in the field of education originating from Japan and developing an alliance strategy in Indonesia. Data collection is done by questionnaire and meet with the owners or branch leaders directlyFrom this study it was concluded that Goodwill trust, Competence Trust and Tangible & Intangible Resources Sharing had a positive influence on the performance of the alliance's strategy. Besides Tangible & Intangible Resources Sharing as an intervening variable is able to mediate the relationship of Goodwill trust and Competence Trust on the performance of the alliance's strategy.
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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.
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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.
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Zubaidah, Siti. "Pengembangan Model Sistem Pengendalian Pada Aliansi Strategis Berbasis Syariah." Jurnal Reviu Akuntansi dan Keuangan 1, no. 2 (October 12, 2011): 107. http://dx.doi.org/10.22219/jrak.v1i2.515.
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This research aims to develop model-based control system of a strategic alliance of sharia as an effort to increase productivity and revenue. The object of this research is ALKAMIL Alliance. The respondents of this research are the management board Alkamil Alliance. Method of data collection is done by several instruments, including: questionnaires, interviews, and FGD (Focus Group Discussion). The collected data were analyzed with descriptive analysis. Type of data in the form of primary data and secondary data.The second year: preparation of materials and models as well as testing and perfecting the model, revision, dissemination models that would eventually form the final result of operational manuals and compack disk on the model control system on strategic alliances. The existence of the organizational structure splitting responsibilities functional in firm, the system of registration of the authority and procedures provide enough protection against wealth, debt, income, and costs, the practice a healthy in performing tasks and functions each organization unit, employee the quality in accordance with responsibility answer. Keywords: control systems, strategic alliances, shari’a
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Maikel Rudianto, Unggul Purwohendi, and Budi Santoso. "ANALYSIS OF THE PERFORMANCE DETERMINANTS OF THE ALLIANCE STRATEGY EMPIRICAL STUDY ON LEARNING GUIDANCE IN DKI JAKARTA." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 3, no. 2 (June 3, 2021): 82–110. http://dx.doi.org/10.21009/jdmb.03.2.5.
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The alliance strategy is one solution to the speed of competition in the business or business world. Strategic alliances are cooperative strategies in the form of partnerships that help unify each party's strengths to mutually benefit in the form of benefits and long-term competitiveness in the market. The alliance's strategy can be assessed as successful or not by measuring the strategic alliance's performance because the most commonly used alliance measure is performance. Whether or not an alliance strategy adopted by a company is healthy is to evaluate its alliance strategy's implementation.
This research was conducted using non-sampling or census methods as many as 132 (one hundred and thirty-two) branches in DKI Jakarta in one of the companies in the education sector originating from Japan and developing an alliance strategy in Indonesia. Data collection was carried out using a questionnaire and met with the owners or direct branch leaders.
From this study, it is concluded that Goodwill trust, Competence Trust, and Tangible & Intangible Resources Sharing positively influence the performance of the alliance strategy. Also, Tangible & Intangible Resources Sharing as an intervening variable can mediate the relationship between Goodwill trust and Competence Trust on the alliance's strategy's performance.
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Khizhnyak, A. N., and I. E. Svetlov. "Educational space as a form of strategic alliance enterprises and educational institutions." Izvestiya MGTU MAMI 7, no. 1-5 (September 10, 2013): 287–90. http://dx.doi.org/10.17816/2074-0530-67933.
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Transformations taking place in the global economic system need the modernization of processes of the interaction of economic agents, in particular of the fields of industry and education. Participation of enterprises in educational spaces can increase the efficiency of enterprises’ operation due to the address formation of their human and intellectual capital.
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Mishra, Divya, and Amita Mital. "Divergent and Convergent Effects of Business Group Affiliation on Firm Performance in International Strategic Alliances." Australian Journal of Business and Management Research 6, no. 02 (July 17, 2022): 62–90. http://dx.doi.org/10.52283/nswrca.ajbmr.20220602a05.
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Business groups (BGs), a prevalent organizational form in many economies are exhibiting evolutionary fitness and are no longer considered an organizational anomaly. We extend the traditional debate around strategic choice and performance paradigm by assessing differential performance effects of BG affiliation in international strategic alliance (ISA) formation choices(alliance scope, alliance governance structure, and alliance orientation). This study integrates the resource-based view and institutional perspective to explore the initial divergence in performance of a BG affiliated firm (BGAF) and non-BG affiliated firm (NBGAF) leading towards convergence later when partner complementarity and institutional evolution shifts from lower to the higher end of the spectrum. Contrasting the effect of different ISA choices on firm’s performance the hypotheses were developed and tested on a panel dataset of 1816 ISAs formed by 224 BGAFs and 242 NBGAFs over a span of 19 years. Findings suggest that the influence of BG affiliation on firm’s performance is more pronounced when alliance scope is broader, alliance governance structure is contractual and alliance orientation is exploratory and that this divergence in performance between BGAFs and NBGAFs weakens as the alliance partner’s complementarity increases and institutions evolve in the economy.
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Karpenko, Vitalii. "STRATEGIC ALLIANCES AS A PROMISING FORM OF CORPORATE INTEGRATION ASSOCIATIONS IN THE MILK PROCESSING INDUSTRY." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 23(51) (December 23, 2021): 35–46. http://dx.doi.org/10.25264/2311-5149-2021-23(51)-35-46.
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The article considers the preconditions for the formation of strategic alliances as a promising form of corporate integration associations in the dairy industry of Khmelnytsky region. The strategic alliance, as one of the modern forms of inter-firm integration, has been found to be more flexible than clusters or joint ventures and involves a variety of agreements between companies that work together over a period of time to achieve tactical or strategic goals. The types of strategic alliances, their typology are highlighted and it is proved that they are the most attractive type of strategic integration associations of corporate structures. The main types of strategic alliances are integration alliances, pseudo-concentration alliances and complementary alliances. That is, a strategic alliance is a form of inter-firm integration, one of the fastest and most accessible ways to implement a global strategy, a “soft”organizational form of integration of dairy companies, which allows joint activities to maintain legal and economic independence; preparatory, organizational and experimental platform, within which the rational generation of conditions for further unification of partner companies. The main options for the development of strategic alliances in the dairy industry of Khmelnytsky region are proposed. Evaluation criteria and methods of building a matrix for selecting a potential partner for integration and formation of strategic alliances are substantiated. The prospects of dairy enterprises after joining the strategic alliance of dairy producers are as follows: uncertainty in demand for intermediate products is reduced and incentives are created to reduce the cost of raw milk; processing of raw materials is provided; enterprises producing raw milk are getting rid of uncertainty in the markets; there is an opportunity to produce new types of dairy products and expanding markets; the competitiveness of the local dairy industrial complex among other market participants is increasing; growth of economic potential of the enterprises forming a local dairy industrial complex is provided; the effect of economies of scale and the possibility of joint use of production capacity is observed; reduce uncertainty, as well as increase the stability of development, because in long-term relationships with a partner, a former competitor in the dairy market is a combination of experience and resources, the ability to transfer technology, knowledge and experience, joint research and staff training; gaining additional access to the market, where competitors are already operating and there is a stable demand for products of certain brands.
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Hanna, DUHINETS, and NIZHEIKO Kostiantyn. "NTERNATIONAL STRATEGIC ALLIANCES: COOPERATION OF COMPANIES IN THE IT SPHERE." Foreign trade: economics, finance, law 113, no. 6 (December 8, 2020): 35–66. http://dx.doi.org/10.31617/zt.knute.2020(113)03.
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Background. The IT market in Ukraine annually demonstrates continuous growth and development. This contributes to the fact that its participants are more in contact with their colleagues from other countries. International strategic alliances are becoming one of the most appropriate forms of partnership between domestic IT companies and leading foreign IT companies. In order to anticipate all the risks of joining the ISA, in particular not to lose its subjectivity due to the acquisition, it is necessary to understand the reasons, essence and consequences of the creation of international strategic alliances. An analysis of recent research and publications has shown that despite the existence of some scientific achievements, the issues of forming international strategic alliances in the field of information technologies and the use of this type of cooperation by domestic IT companies remain unresolved. Theaim of the article is to analyze international strategic alliances as forms of cooperation of companies in the IT sphere and the possibility of including Ukrainian companies in these relations. Materials and methods. The research was conducted using the methods of theoretical generalization and analysis. The information base is domestic and foreign works on the functioning of ISAs, statistical sources and Internet resources. Results. The factors that determine the transition from competition to cooperation and the formation of alliances between companies in the IT sector are identified. The types of alliances are described: tactical, quasi-strategic and strategic. It is noted that each of them can be both internal and external (international). The nature of the strategic alliance is analyzed, its characteristics are revealed. Based on the results of the generalized characteristics of the ISA in the IT sphere, its definition is given, on the basis of which the advantages of the alliance are described. It is noted that the peculiarities of the connections of its participants should be taken into account when solving many tasks related to the participation of domestic IT companies in the ISA for the internationalization of business and management. It is proved that in ISA as a pragmatic union the interests of the participants in the strategic direction of their development coincide: each of the participants focuses its activities on the common goals of the alliance. Conclusion. The ISA of IT-sphere is proposed to be considered as a form of inter-firm interaction of IT companies that maintain independence based on the combination of complementary assets of each of them. If all parties of the alliance pursue strategic goals, then this alliance is created in the form of strategic, if there are other goals, the alliance will be tactical or quasi-strategic. In addition, any of the forms can be used to achieve certain business results. Unlike all others the strategic alliances, especially international strategic ones, require a stricter and more systematic management approach to success. The interest of European and American IT companies in forming strategic alliances with leading Ukrainian companies was noted. However, the ultimate goals of such ISAs are not equal long-term partnership, but the acquisition of promising Ukrainian companies. The necessity of careful substantiation of decisions on the entry of domestic IT companies into the international strategic alliance, tactical and operational participation in its management, etc. is proved.
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Ferrary, Michel. "Investing in transferable strategic human capital through alliances in the luxury hotel industry." Journal of Knowledge Management 19, no. 5 (September 14, 2015): 1007–28. http://dx.doi.org/10.1108/jkm-01-2015-0045.
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Purpose – The purpose of this paper is explore an organizational design that allows firms to invest in transferable strategic human capital. Strategic human capital requires considerable investment in training costs, effective compensation, opportunities for professional development and expectancy of long employment relationship within a firm. A firm can undertake investment in strategic knowledge and workers can engage in learning only in these circumstances. However, there are a number of risks that are associated with investment in strategic human capital within a firm. In this paper, the author argues that providing strategic human capital to other firms within alliances could be a strategy for leveraging resource. Strategic knowledge facilitates transactions between firms possessing co-specialized human capital and tangible resources. Organizational design of an alliance based on co-specialization allows to balance costs and returns for the human capital supplier, as well as for beneficiary and workers. Within an alliance, the human capital supplier provides workers to a beneficiary firm and coordinates their activities. Supplier specialized in human capital investment ensures improved performance, productivity and efficiency of workers. Possibility to form a greater pool of labor force and to centralize training allows optimizing cost and sharing risks associated with investment activity among alliance participants. Human resource practices in an alliance system foster long-term employment relationship. Entering an alliance increases number of job positions, professional development opportunities through horizontal mobility, promotion and learning opportunities for workers. Finally, alliances allow leveraging investment in human capital beyond a single organization. Design/methodology/approach – This paper conceptualizes the use of alliance based on co-specialization as a strategy to optimize investment in strategic human capital resource. It draws upon the resource-based view (Barney, 1991; Wernerfelt, 1995) and transaction cost theory (Coase, 1937; Williamson, 1981) to examine an alliance as a strategy for leveraging the human capital resources for accessing new markets, building reputation and sharing the risks across more than one organization. Findings – First, the paper reviews the theoretical literature on human capital as a strategic resource (Becker, 1962; Coff, 1997), its sourcing on internal and external labor markets and respective employment systems (Delery and Doty, 1996; Doeringer and Piore, 1971). Second, it focuses on the features of human capital resource (Barney, 1986; Chi, 1994; Doz and Hamel, 1998). Third, it conceptualizes the use of alliances based on co-specialization as organizational structures for investment in human capital across organizations and examines respective employment system and HR practices (Delery and Doty, 1996; Doeringer and Piore, 1971). As result, the author argues that an alliance can be an alternative mean to optimize returns on investment in human capital with strategic transferable knowledge. By consequence, the author describes an alliance employment system and illustrates the arguments with a case of human capital trading in a co-specialization alliance under a long-term management contract in the luxury hotel industry. Originality/value – This paper discusses collaborative ventures as a sourcing strategy of the human capital. An alliance strategy is relevant for sourcing the strategic human capital resources. Human capital resource can be accessed by firms through transfer of skills and organizational routines within collaborative agreements, such as alliances based on co-specialization. In this case, alliance is an organizational architecture between organizations that improves the efficiency and productivity, reduces marginal cost on training due to larger scale of operations and reduces risk by splitting investment in human capital and by offering more career and development opportunities for strategic knowledge workers.
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Russo, Angeloantonio, and Clodia Vurro. "Alliance management knowledge and alliance performance: unveiling the moderating role of the dedicated alliance function." Industrial and Corporate Change 28, no. 4 (September 18, 2018): 725–52. http://dx.doi.org/10.1093/icc/dty037.
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Abstract This study attempts to increase the understanding of how different solutions to build alliance management capability influence alliance performance. We propose that both reliance on the informal accumulation of alliance experience (i.e., tacit alliance management knowledge, AMK) and articulation of alliance know-how in the form of usable guidelines, checklists, or manuals (i.e., codified AMK) have an inverted U-shaped influence on alliance performance. Additionally, we investigate the moderating role of having the dedicated alliance function (DAF) on the curvilinear relationships between reliance on AMK and performance. Based on a sample of 113 large firms involved in strategic alliances, we find support for the inverted U-shaped relationship between reliance on tacit and codified AMK and alliance performance. Moreover, our results indicate that the DAF has a positive impact on the deployment of AMK. The DAF turns into improved performance when the reliance on experiential learning and the codification of AMK are both limited. Moreover, the DAF also reduces the potential downside effects of relying on higher levels of both types of AMK. Finally, DAF diversity, in terms of educational, functional, and tenure heterogeneity of its members, emerges as relevant to achieve effective alliance know-how collection and deployment for superior alliance performance.
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Song, Hai Feng, and Ying Zong Liu. "Study on Construction of Strategic Alliances of Procuring Agricultural Means of Production." Advanced Materials Research 472-475 (February 2012): 1477–83. http://dx.doi.org/10.4028/www.scientific.net/amr.472-475.1477.
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The three styles of procuring agricultural means of production were compared to explain the theoretical basis to build the strategic alliance. And related indicators ,for example purchasing price, quantity and the total profit are compared in different relationship between agricultural means suppliers and farmers by building mathematical model .In the end, it is concluded that if the farmers form horizontal alliances, and then, form strategic alliances with suppliers, the system’s related total profit is the most. Owing to construction of strategic alliances, not only the profits of suppliers can increase, the costs of famers also reduce.
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d'Alessandro, Laura, Stephen J. Bailey, and Marco Giorgino. "PPPs as strategic alliances: from technocratic to multidimensional risk governance." Managerial Finance 40, no. 11 (November 7, 2014): 1095–111. http://dx.doi.org/10.1108/mf-07-2013-0165.
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Purpose – Public-private partnerships (PPPs) are characterised by contracts which are necessarily incomplete due to the complexity of their contractual specifications for the contracted services combined with the long-term legal obligations they create. This creates high transaction costs including sharing (and so bearing) risks. The purpose of this paper is to investigate the link between risk sharing and governance, providing a new perspective for analysis with less emphasis on transaction costs and more on PPPs as strategic alliances. Design/methodology/approach – Three main issues are analysed. First, the definition of PPP in terms of both the type of arrangements and the actors involved, structures varying from one country to another and between contracts. Second, the definition of strategic alliance, identifying which form(s) of PPP is a strategic partnership. Third, reconsideration of incomplete contract theory to identify the circumstances where a strategic alliance can accommodate high transaction costs. Findings – The paper concludes that establishing PPPs as strategic alliances could rectify problems of incomplete contracts by implementing a multidimensional (rather than technocratic) approach to risk governance. Originality/value – The contribution to knowledge provided by this study is rooted in the conceptualization of PPPs as strategic alliances by distinguishing the tangible characteristics of strategic alliance related to the letter of the contract from the intangible characteristics related to the spirit of the contract with the main purpose being to create both public and private value.
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Sompong, Kusumaphorn, Barbara Igel, and Helen Lawton Smith. "Strategic alliance motivation for technology commercialization and product development." Management Research Review 37, no. 6 (May 13, 2014): 518–37. http://dx.doi.org/10.1108/mrr-03-2013-0070.
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Purpose – This paper aims to investigate the relationship among alliance motivation (AM), execution of cooperation (EC) and alliance performance of strategic alliance for commercializing technology and developing products. Design/methodology/approach – The measurements were constructed and tested empirically through a survey of 320 strategic alliances in the food processing industry in Thailand. Confirmatory factor analysis and structural equation modelling were applied to refine scales for measuring AM, execution and cooperation performance. Findings – This research found that firms adopted social interaction with alliance partners in order to establish mutual expectations about technology characteristics, access opportunity and organisational management styles, factors that are shown to have positive influences on both commercial and partnership performance. Findings also confirm a significant positive impact of technology characteristics, access opportunity, market potential and financial benefit on the adoption of a formal partnership agreement, but a significant impact only on commercial performance. Research limitations/implications – Further research should use random samples in different industries in other emerging economies, and other data analysis methods to assess decision-making in strategic technology alliances that may include different types of partnerships. Practical implications – The findings are also useful for managers who leverage operations with external resources obtained through strategic alliances parameters both in the process of managing relationships and achieving results. Originality/value – This article contributes to extant literature by developing a practical measurement system of AM, actual EC and resulting performance in an emerging economy country. It also contributes to clarify the decision-making of firms that form strategic alliances for commercializing technology and developing products to facilitate more quality management research in other industries and countries.
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Rachel Lu, Jui-fen, Terence Tsai, and Shubo Philip Liu. "Building a Hospital Alliance — Taiwan Landseed Medical Alliance." Asian Case Research Journal 15, no. 01 (June 2011): 123–48. http://dx.doi.org/10.1142/s0218927511001496.
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Following the launch of the National Health Insurance (NHI) program in 1995, universal coverage was achieved in Taiwan. In the period immediately following the introduction of the program, private hospitals did well and many opportunists entered Taiwan's rapidly expanding, prosperous healthcare market. However, the boom did not last long, ending with Bureau of NHI's hospital global budget system in 2002. The new NHI policies, stricter regulations, and higher public expectations of healthcare services intensified competition in the healthcare market and many private hospitals were forced to close. The Taiwan Landseed Medical Alliance (TLMA) was formed in 1993 by eight hospitals. It was the first successful hospital alliance in Taiwan. Although most of the alliance members were private district hospitals, through collaboration and integrated networks TLMA offered a unique model that combined the strength of each of these small-scale hospitals. The alliance thus enhanced the ability of its members to survive despite fierce competition, and increased their capacity to provide first-rate health care. By fully implementing the operations and development strategies inherent in a collaborative hospital group, TLMA members worked through difficulties together and are already on course to meet many other alliance goals including the upgrading of hospital management practices and service quality, improvement of the medical environment, and promotion of good hospital practice. The case aims to evoke discussion on the important role of alliances in competitive markets and ways to form strategic alliances. Supportive actions and alliance structures should also be considered.
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Wahyudi, Imam. "Commitment and trust in achieving financial goals of strategic alliance." International Journal of Islamic and Middle Eastern Finance and Management 7, no. 4 (November 11, 2014): 421–42. http://dx.doi.org/10.1108/imefm-10-2013-0113.
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Purpose – This paper aims to illustrate theoretically and empirically the decision and result of strategic alliance between baitul maal wa tamwil (BMT) and Islamic banks as a relationship based on trust, mutual-trustworthiness and commitment. This paper also identifies the basic criteria for the resilience of a strategic alliance, the challenges and the barriers in a strategic relationship along with managerial and operational implications. Design/methodology/approach – In this study, we have chosen to use the confirmatory approach through a structured questionnaire by means of field survey to 131 BMT spread throughout Central Java and Yogyakarta. From the total sample, 89 BMT fulfilled the sampling criteria, that is: has operated for a minimum of two years and does not experience any financial difficulties during those two years; has done a financing contract with an Islamic bank; channels some of its funds to micro, small and medium enterprises; and is in the form of a cooperative, and not a micro financial institute. Data treatment uses the method of listwise deletion. Data analysis uses equation model with the software LISREL version 8.80. To validate the result of data analysis, we have also run a focus group discussion with Directorate of Syariah Banking, Bank of Indonesia, and in-depth interviews with BMT parent cluster (Inkopsyah). Findings – This research shows that commitment contributes positively in achieving the financial goals of an alliance. Coordination and initial agreement has a positive and significant influence in forming commitment from BMT and trust from Islamic banks. Other than coordination and initial agreement, the trust given by Islamic banks also came from the social capital owned by BMT. Originality/value – The trust and commitment will assist the building of strategic alliance between Islamic banks and BMT. Apart from financial purposes, the alliance between the two will also encourage natural knowledge-sharing.
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B.M. Keers, Bianca, Paul C. van Fenema, and Henk Zijm. "Understanding organizational change for alliancing." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 823–38. http://dx.doi.org/10.1108/jocm-09-2016-0170.
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Purpose The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation. Design/methodology/approach A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an instrumental case study was conducted to provide insight in the degree of operational alignment required for a maritime organization to form a service alliance. Findings Managers indicate a complex set of organizational capabilities required for improving operating process to successfully execute their alliance strategy. Two improvement trajectories were found to be used by alliance managers for aligning operations with alliance strategy: development of a corporate alliance infrastructure, and nurturing a collaborative business culture. Research limitations/implications The research is limited to one public organization establishing a vertical service alliance with one of its suppliers. Originality/value The paper introduces a new conceptual model of the alliance formation process, addressing the cyclical character of the pre-formation stage in which intra- and interorganizational management considerations alternate.
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ȚUȚUIANU, Bogdan. "STRATEGIC COMMUNICATION - OPPORTUNITY AND NECESSITY IN THE CONTEXT OF EXPANSION AND DIVERSIFICATION OF HYBRIDITY." Strategic Impact 81, no. 4 (May 5, 2022): 47–60. http://dx.doi.org/10.53477/1841-5784-21-23.
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In an era of internet, highly developed technology, and hugely exploited and omnipresent information environment, communication in the field of defence and security has acquired remarkable significance. In an age of expansion and diversification of the hybrid phenomenon, of an assertive geopolitical competition based in large measure on any methods and means employed so as to ensure the fulfilment of own state interests, it is easy to notice the use of media and social networks more than any time before, in order to influence and even manipulate public opinion meant to change perceptions, mislead, polarize and divide. This gave rise to the necessity of emergence of strategic communication concept, developed in the western world, including at the level of North Atlantic Alliance in order to support the achievement of security goals of the Alliance and the Member States. The present article is a plea for raising awareness upon the increased importance of strategic communication, at military and political levels, in the context of expansion and diversification of hybrid phenomenon as a reality that needs revealing and countering, when coming from our opponents, and used for reaching own goals.
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Kuznetsova, M. A., and K. Y. Drahan. "The Use of Strategic Alliances in an Innovative Economy." Business Inform 9, no. 512 (2020): 75–80. http://dx.doi.org/10.32983/2222-4459-2020-9-75-80.
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Global tendencies in recent decades have strengthened competition in world markets, so it is necessary to create such an organizational form that could respond as quickly and efficiently as possible to changes in the external environment. One of these new forms of organization of enterprises is strategic alliances, the development of which has significantly influenced changes in the structure of many industries. Through the creation of strategic alliances, companies join forces and resources to maintain their competitive positions and create new opportunities. In the article, the strategic alliance is seen as an effective form of the companies joining that best meets the criteria for strategic goals. The authors examine types of strategic alliances, the development of which should provide enterprises with access to certain innovations; the goals of creating strategic alliances are specified. It is proved that a case of strategic alliance means conducting joint research, sharing production facilities, exchanging technologies, marketing each other’s products or joining efforts to produce components or final products. It is noted that partnership in strategic alliances is based on flexible organizational forms of cooperation. The authors allocate the problems that interfere with innovation; actions to resolve them are suggested. Prospects for further research in this direction are the analysis of existing strategic alliances in Ukraine, carrying out a study on their status, number and sphere of formation. Also in the future it is planned to distinguish the problems of determining the advantages and disadvantages of creating strategic alliances in Ukraine, and most importantly – to analyze the readiness of the legislative base for their successful development in the country.
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Tedone, Gaia. "Forging Strategic Alliances." Journal of Science and Technology of the Arts 11, no. 2 (December 29, 2019): 41–49. http://dx.doi.org/10.7559/citarj.v11i2.662.
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Under conditions of so-called “Platform Capitalism”, software and algorithms undertake the important task of designing the interaction amongst online users and establishing criteria of relevance for content. As such, they operate as curatorial agents of platforms’ content, establishing what is there to see, know and consume. This state of affairs calls for a revision of the traditional role of the (human) curator who is confronted with an online environment characterised by the unprecedented collision of commercial, aesthetic, cultural and political interests. The question of what kind of relationship the curator shall create with the algorithm then becomes crucial: is this a relationship of antagonism, resistance or alliance? How do these two curatorial agents influence each other? In this article, I analyse a cluster of hybrid artistic and curatorial experiments (including my own curatorial work) that foregrounds online platforms as discrete modes of socio-technical assemblages that curate particular forms of connectivity amongst networks of users, data layers and technical infrastructures. By doing so, I argue for the forging of strategic alliances between human and machinic curators as a strategy to channel new forms of creativity and cooperation under conditions of “Platform Capitalism” and to operationalise human-algorithmic curation as a political and aesthetic practice within the networked culture.
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Noori, Hamid, and W. B. Lee. "Fractal manufacturing partnership: exploring a new form of strategic alliance between OEMs and suppliers." Logistics Information Management 13, no. 5 (October 2000): 301–11. http://dx.doi.org/10.1108/09576050010378522.
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RADUHA, NINA. "STRATEGIC COMMUNICATIONS AS A NATO AND NATO NATIONS’ LEADERSHIP OPPORTUNITY." CONTEMPORARY MILITARY CHALLENGES, Volume 2019, issue 21/2 (June 12, 2019): 61–84. http://dx.doi.org/10.33179/10.33179/bsv.99.svi.11.cmc.21.2.3.
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The global strategic environment has dramatically changed. We live in a highly complex information environment, where we are facing hybrid threats, terrorism, information confrontations, cyber threats, irregular war, massive migration and so on. In this environment, the Alliance needed to adapt and enhance the speed, connectivity and effectiveness of its Strategic Communications (StratCom) effort, which was created as NATO’s smart answer to the challenging information environment we live in. This article describes the NATO Strategic Communications concept to provide deeper understanding and increase knowledge of the context, tools, capabilities and processes conducted within the frame of it. The article explains the role, responsibility and opportunity leaders at every level have in conducting, leading, implementing and using the NATO concept of Strategic Communications.
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Muthoka, Richard K., James M. Kilika, and Stephen M. A. Muathe. "Alliance Motives among Manufacturing SMES: Evidence from an Emerging Economy." European Scientific Journal, ESJ 18, no. 22 (July 31, 2022): 180. http://dx.doi.org/10.19044/esj.2022.v18n22p180.
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This study was designed to investigate the effect of environmental-based motives on firm performance. The study targeted manufacturing Small and Medium Enterprises based in Kenya whose performance has been negatively affected by high industry competition, low technology uptake, and industry regulation. The study was geared towards establishing the environmental-based motives pushing and pulling manufacturing Small and Medium Enterprises toward strategic alliance formation. To this end, the study was set to investigate whether compliance with government regulation, the need to grow market share, and the need to increase customer base motivates manufacturing Small and Medium Enterprises in Kenya to form strategic alliances. The target population for the study consisted of 74 SMEs and the study adopted descriptive and explanatory research designs and collected data from company CEOs or senior managers. Descriptive and inferential statistics were used to analyze the survey data. The study findings indicated that environmental-based motives have a positive and significant effect on the performance of manufacturing Small and Medium Enterprises in Kenya (Adj R2 = 0.484). Based on these findings, the study concluded that environmental-based motives of compliance with the government regulation, market share, and customer base motivate manufacturing Small and Medium Enterprises to form strategic alliances and that these motives have a positive and significant effect on firm performance. The study contributed to the general body of knowledge by bridging the contextual and empirical gaps identified after the literature review. The study recommends that top management teams in the manufacturing industry should map environmental-based motives and align such motives to specific aspects of their value chain activities.
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Vanhaverbeke, Wim, and Niels G. Noorderhaven. "Competition between Alliance Blocks: The Case of the RISC Microprocessor Technology." Organization Studies 22, no. 1 (January 2001): 1–30. http://dx.doi.org/10.1177/017084060102200101.
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Competition between alliance blocks is a new form of rivalry: groups of firms link together for a common purpose by means of strategic alliances, and competition between alliance blocks is superimposed on competition between individual firms. This paper focuses on alliance blocks in the RISC microprocessor field. In this field, alliance block competition is shaped by battles over technical standards. Based on an analysis of the competitive forces in standards battles, and taking into consideration the need for internal coordination within alliance blocks, we expect to find the formation of alliance blocks around the various proprietary RISC designs, with scarce linkages across blocks. The blocks will consist of complementary firms, including all the capabilities necessary to compete against other alliance blocks. The requisites of internal coordination, finally, lead us to expect alliance blocks with star-like internal structures when the central firm has either a very weak, or a very strong position. In intermediate cases, we expect to find alliance blocks with internal structures more approaching the characteristics of fully-connected cliques. The findings from a quantitative analysis of the network structure as it evolved in the RISC field in the period 1980-1989 support these conjectures.
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Halynska, Yuliia. "Strategic view on the rental policy in the field of environmental management." Problems and Perspectives in Management 16, no. 1 (January 15, 2018): 1–11. http://dx.doi.org/10.21511/ppm.16(1).2018.01.
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The article proposes to consider a “new view” on the necessary changes in the rental policy in the field of environmental management. The main stages of the rental policy have been identified and analyzed, such as transformation of socio-economic relations; role of state regulation of the rental policy. Nowadays, in a context of transformation of rental policy and socio-economic relations, state administration should form social values through the environmental use and consumption of resources and implement a saving policy on the natural resource extraction. With the help of the implementation of the collaboration mechanism, the interests of the parties to the collaborative alliance regarding the redistribution of rental income received from the natural resource extraction may be taken into account.In addition, attention was focused on the necessity of optimal distribution of rental income from the extraction of natural resources in the conditions of the collaborative alliance. The research showed that the convergence of interests in the system “state – society – fuel production enterprise” is today the priority form of cooperation in order to form the socio-environmental responsibility in the extraction and use of natural resources, to motivate behavior of the local community with the support of the scientific and expert group on the redistribution of part of the rental income on restoration and development of the territories, as well as to implement a saving policy on the use and consumption of resources in order to preserve them for future generations.
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Wang, Chia-Nan, Xuan-Tho Nguyen, and Yen-Hui Wang. "Automobile Industry Strategic Alliance Partner Selection: The Application of a Hybrid DEA and Grey Theory Model." Sustainability 8, no. 2 (February 17, 2016): 173. http://dx.doi.org/10.3390/su8020173.
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Liou, James J. H., Gwo-Hshiung Tzeng, Chieh-Yuan Tsai, and Chao-Che Hsu. "A hybrid ANP model in fuzzy environments for strategic alliance partner selection in the airline industry." Applied Soft Computing 11, no. 4 (June 2011): 3515–24. http://dx.doi.org/10.1016/j.asoc.2011.01.024.
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Wahyudi, Imam. "Realizing knowledge sharing in strategic alliance: case in Islamic microfinance." Humanomics 31, no. 3 (August 10, 2015): 260–71. http://dx.doi.org/10.1108/h-10-2013-0067.
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Purpose – The purpose of this paper is to understand the influence of social capital, trust and commitment in fusing the various elements in a strategic alliance through the knowledge-sharing process. The unit of analysis is the relationship between Islamic banks and baitul maal wa tamwil (BMT), where each carries with it a back-ground of differing institutional culture and management style. The theory regarding knowledge sharing and interdependence will be developed in the model and tested with structural equation modelling (SEM) to evaluate the direct and indirect effects of the connection between relationship bonding (social capital) and trust and commitment in a formed alliance. Design/methodology/approach – In this study, we have used a confirmatory approach through survey using a structured questionnaire distributed to 131 BMT throughout the region of Central Java and Yogyakarta. The sampling criteria used are: has operated for a minimum of two years and does not experience any financial problems in those two years; has been in a financing contract with an Islamic bank; has channelled a part of their funds to micro, small and medium enterprises; and is in the form of a cooperative and not micro financial institution. The data treatment used is list-wise deletion. From the initial sample, 89 BMT were found that fulfilled the sampling criteria. Data are analyzed using SEM with linear structural relations (LISREL) software version 8.80. To validate the data analysis result, we have also run a focus group discussion (FGD) with the Directorate of Islamic Banking – Bank Indonesia, as well as in-depth interview (IDI) with the BMT parent cluster (Inkopsyah). Findings – Empirically, conflict, coordination and trust are a positive and significant contributor in the success of transfer of knowledge. A strategic alliance relationship between Islamic banks and BMT is still contractual in character, where trust is tied down by a contractual agreement. Other than that, trust and transfer of knowledge is significantly influenced positively by the building of coordination, agreement, interdependence and social capital. Originality/value – The unit of analysis is the relationship between Islamic banks and BMT, where each carries with it a background of differing institutional culture and management style. The theory regarding knowledge sharing and interdependence will be developed in the model and tested with SEM to evaluate the direct and indirect effects of the connection between relationship bonding (social capital) and trust and commitment in a formed alliance.
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Wang, Chia-Nan, Dinh-Chien Dang, Nguyen Van Thanh, and Thanh-Tuyen Tran. "Grey model and DEA to form virtual strategic alliance: The application for ASEAN aviation industry." International Journal of ADVANCED AND APPLIED SCIENCES 5, no. 6 (June 2018): 25–34. http://dx.doi.org/10.21833/ijaas.2018.06.004.
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Mikkelsen, Harald. "BEYOND ALLIANCE FOR KNOWLEDGE – STRONGER TOGETHER." Revista Prâksis 3 (September 24, 2019): 24. http://dx.doi.org/10.25112/rpr.v3i0.1967.
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The Beyond Alliance for Knowledge between Hämeenlinna University of Applied Science, Feevale University and VIA University College is a strategic partnership between three institutions of higher education focused on applied sciences. The alliance was founded in 2017 based on the intention of cooperation in ways in which 1 + 1 + 1 equals more than three. In a world of full of global challenges, it is important to us at VIA, as well as to our partners, to go beyond what each of us can do alone.From my chair as Rector of VIA University College, the alliance is of great importance in relation to creating outlook for our academic environments, e.g. in the form of quality assurance, how to conduct research and new concepts. We are a globally oriented institution and being a part of the Beyond Alliance for Knowledge contributes to the internationalisation of our entire organisation. The staff directly involved in projects under the alliance, carry the knowledge and inspiration they gain back into activities and teaching at home – for the benefit of both colleagues and students, as well as VIA as such.
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Veltri, Stefania, Andrea Venturelli, and Giovanni Mastroleo. "Measuring intellectual capital in a firm belonging to a strategic alliance." Journal of Intellectual Capital 16, no. 1 (January 12, 2015): 174–98. http://dx.doi.org/10.1108/jic-06-2014-0069.
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Purpose – The purpose of this paper is to propose a method to measure intellectual capital (IC) in firms involved in strategic alliances, an area that has received scant attention in the literature, as existing research is focused mainly on organizational level mainly and increasingly on macro-level unit such as regions or nations. There are very few works at the meso-level (i.e. alliances, clusters), and the paper aims to fill this void, by providing researchers and practitioners with a tool capable of combining measurement and management aims, developed at organizational level with the active participation of the researchers. Design/methodology/approach – The method of analysis is based on a model formalized through a fuzzy expert system (FES). The FES are able to merge the capabilities of an expert system to simulate the decision-making process with the vagueness typical of human reasoning, maintaining the ability to still have a numeric value as a response. Its construction requires the participation of experts, whose knowledge of the problem is accumulated in the form of blocks of rules. These features make it possible to formalize the decision-making process related to the IC valuation, handling qualitative and quantitative variables, and exploring the cognitive mechanisms underlying this process. Findings – The outcome of the application is a system designed to measure the intangible performance deriving from participation in a strategic alliance using FES. This study contributes to the broadening of the research community’s understanding regarding the alternative measurement of IC created within strategic alliances. Research limitations/implications – To the best of the authors’ knowledge, IC literature lacks methods expressly designed to measure the incremental value of IC originating from collaboration among firms. From a measurement perspective, the results may be regarded as valuable proof that IC performance within strategic alliances can be measured quantitatively. Practical implications – On the management side, the possibility of retracing the determinants of different IC intermediate indicators composing the final IC index allows strategic alliances managers to use this information for decision-making purposes. Originality/value – To the best of the authors’ knowledge this is the first study applying FES to measure IC in a firm belonging to a strategic alliance. In the authors’ opinion, fuzzy logic methodology, recently applied in empirical work designed to evaluate IC, represents a reliable methodology because of the “fuzzy” nature of IC.
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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.
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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.
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Friesen, Paul. "Strategic ballot removal: an unexplored form of electoral manipulation in hybrid regimes." Democratization 26, no. 4 (February 17, 2019): 709–29. http://dx.doi.org/10.1080/13510347.2019.1574755.
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