Relevant bibliographies by topics / Strategic alliances

Academic literature on the topic 'Strategic alliances'

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Published: 4 June 2021
Last updated: 11 March 2023

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Journal articles on the topic "Strategic alliances"

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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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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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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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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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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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Kopeć, Ewa, and Artur Wolanin. "Significance of Strategic Alliances; the Case of Airline Alliances." Perspektywy Kultury 27, no. 4 (January 1, 2020): 107–26. http://dx.doi.org/10.35765/pk.2019.2704.08.

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This article is poised to explain the significance, analyze and under­stand the relationships that are established between partners of a stra­tegic alliance. The analysis conducted was modeled on the example of airline alliances. Airlines decide on operating as alliances due to eco­nomic benefits which they would not be able to reach on their own. In the result of their cooperation, these entities produce beneficial syner­gistic effects. It should be noted that by starting cooperation within an alliance, those entities still remain competitors. The analysis provides a comparison of three largest airline alliances: Star Alliance, SkyTeam and Oneworld. The article contains a summary of the most important conclusions of the analysis.
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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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Wang, Ya-Hui, and Chien-Tai Wu. "The Share Price Responses and Determinants of Strategic Alliances in Taiwan's High-Tech Industry: A Quantile Regression Approach." Review of Pacific Basin Financial Markets and Policies 07, no. 03 (September 2004): 355–78. http://dx.doi.org/10.1142/s0219091504000184.

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This article investigates share price responses to strategic alliances in Taiwan's high-tech industry from 1996 to 1999. We analyze the determinants of abnormal returns caused by strategic alliances using a quantile regression estimation procedure. Our empirical findings show that the wealth effect for a strategic alliance is positive, with no evidence of a wealth transfer between alliance partners. In addition, intra-industry alliances show significantly higher abnormal returns than inter-industry alliances. The horizontal and vertical alliances both have significantly positive abnormal returns, but the positive effect of vertical alliances primarily comes from downstream buyers. On the other hand, results from a quantile regression model show that the P/B ratio, director and supervisor shareholding ratios, and R&D ratio are important determinants of abnormal returns of strategic alliance announcements. Our empirical findings are consistent with the argument that the organizational flexibility offered by alliances is valuable to the high-tech industry which needs to cope with a fast-changing environment.
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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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Dissertations / Theses on the topic "Strategic alliances"

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Walker, Daniel. "Strategic airline alliances." Thesis, University of Strathclyde, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.424283.

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Lammi, Inti. "Strategic alliances and three perspectives : A review of literature on alliances." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-18189.

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This study uses academic literature from peer-reviewed journals to assess the literary consensus of the three perspectives. The literature has been found by using specific keywords and an assortment of scholarly databases. The analysis of the literature is structured according to explanations for alliance formation, the attainment of advantages, and disadvantages according to the perspectives. The study is written in article format. Conclusions: The perspectives both overlap and differ from one another but focus on different aspects and incentives. There are, however, more similarities between the resource-based and knowledge-based views. Transaction cost theory and the knowledge-based view are narrow explanatory models, whereas the resource-based view offers a broader view on alliances.
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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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Coetzee, Elsie Margaretha. "Strategic communication in alliances : perceptions of alliances partners on relationship outcomes." Diss., Pretoria : [s.n.], 2008. http://hdl.handle.net/2263/29790.

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Organisations experience increased social, political and economic pressure that is evident in the increased pressure that stakeholders place on organisations. Organisations increasingly realise that stakeholders’ values and objectives need to be incorporated into organisational strategy as well as the day-to-day management of the organisation. Organisational success and survival consequently depends on the organisation’s network of relationships, which provide the organisation with otherwise inaccessible resources and a competitive advantage. Organisational relationships offer the best solution towards illustrating the value of public relations and communication in the organisation. These relationships enable the organisation to attain its long- and short-term goals. Communication is a key influencer of the success of these relationships and communication managers are consequently better adept to manage these relationships. The relationship perspective of communication posits that public relations and communication managers should act in a boundary spanning role by balancing the interests of companies and stakeholders through effective relationship management. A shift has consequently occurred from purely communication management towards building mutually beneficial relationships between an organisation and its key stakeholders. There has also been an increased recognition of the need for strategically managed communication programs that can effectively contribute to organisational success. Strategic communication assists an organisation to adapt to its stakeholder environment by feeding into the organisation’s strategy formulation process intelligence with regards to strategic stakeholders, which, in turn, assists in building mutually beneficial relationships with these stakeholders. Communication managers’ efforts towards the effective management of organisational relationships has been hampered by the lack of current literature on organisational relationships, a lack of knowledge regarding the factors that influence these relationships, as well as the lack of a reliable and quantifiable definition of organisational relationships. Knowledge on these key areas could enable communication managers to manage these relationships effectively through strategic communication that is characterised by open and two-way communication. This study aimed to determine the connection between organisational relationships and organisational success by investigating the relationship between organisational alliances (as a specific form of organisational relationship) and goal attainment. The three-stage model of organisational relationships proposed by Grunig and Huang (2000:34) was applied to organisational alliances in order to determine this relationship, as well as to determine the influence of key constructs like type of industry, type of alliance, duration of the alliance and the size of the organisation. The reliability of using this framework, specifically the relationship outcomes proposed by the three-stage model, was investigated. The relationship outcomes (trust, commitment, relational satisfaction and control mutuality) were positively related to perceptions of goal attainment. This implies that if trust, commitment, relational satisfaction and control mutuality increases in an organisational alliance, the perceptions of goal attainment also increase within that organisational relationship. These findings suggest that effective communication contributes to perceptions of goal attainment within organisational relationships. It offers public relations and communication practitioners a means to demonstrate the contribution of this function to organisational success. High correlations between the relationship outcomes reflected current findings on these outcomes and a factor analysis indicated that only one factor was being measured – the organisational relationship itself. The study proposed an improved measurement instrument for reliably measuring organisational relationships (Cronbach Alpha = 0.93). The type of industry, type of alliance, duration of the alliance as well as the size of the organisation did not have a significant influence on the relationship outcomes or the proposed measure of organisational relationships. This implies that the current proposed measurement instrument can be applied to numerous contexts. A general linear model was applied to goal attainment (as the dependent variable) and the relationship outcomes (as the independent variables) in order to determine the specific contribution of each relationship outcome on perceptions of goal attainment. The regression analysis indicated that control mutuality was the greatest influencer of perceptions of goal attainment within alliances. A noticeably low influence of trust was also measured. These findings were obtained through the use of an e-mail survey that obtained cross-sectional data, where 154 alliances were observed (n=154). The study contributed to present literature on organisational relationships by using Grunig and Huang’s (2000:43) three-stage model to explain the relationship between perceptions of goal attainment and the relationship outcomes in alliances within the South African context. Strategic communication management provides a solution to a key organisational issue – the organisation’s interdependence with the stakeholders in its environment and how these stakeholders can better be managed in order to more effectively contribute towards organisational success. Communication managers can demonstrate their value by effectively managing key organisational relationships like alliances by integrating these relationships into organisational strategy. These successful organisational relationships also contribute towards organisational sustainability by enabling the organisation to attain its long- and short-term goals.
Dissertation (MCom)--University of Pretoria, 2008.
Communication Management
MCom
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Kumlungsua, Nartlada. "SMEs' Internationalization Process via Strategic Alliances." Thesis, Halmstad University, School of Business and Engineering (SET), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-2513.

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The purpose of this study is to investigate and describe the internationalization process of SMEs which choose strategic alliances as entry mode. Understanding the internationalization of small firms is important to enhance knowledge of how they develop their business activities in international markets. Moreover, a strategic alliance perspective gives a critical insight of firms’ strategy to challenge in global competition.

The qualitative approach is chosen to carry out the research question and achieve the purpose of this study. A case study is therefore used to generate advanced knowledge and understanding. Anoto group AB, a small Swedish company is picked as a sample due to the criteria fitting. I collected both secondary and primary data through various sources.

The findings reveal that internal factors and external factors strongly influence the small company’s strategy. The advantage and core values of using strategic alliances motivate the small firm to go abroad. Due to the limited resources and knowledge, the small firm could not go globally alone. Using a strategic alliance can enable the firm to gain resources, gain market power and leverage competencies. Therefore, the small company can accomplish the goal in short time and be successful in international markets through managing alliances.

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Ray, Pablo M. (Pablo Miguel). "Strategic alliances in the airline industry." Thesis, Massachusetts Institute of Technology, 1992. http://hdl.handle.net/1721.1/12820.

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Desjardins, Leslie A. (Leslie Alayne). "Automotic strategic alliances in Asia Pacific." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/10886.

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Gómez, de Ortega Mary Liliana. "Strategic alliances in the oil industry." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10541.

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Johnson, James David. "Strategic alliances in corporate real estate." Thesis, Massachusetts Institute of Technology, 1993. http://hdl.handle.net/1721.1/67419.

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Scriffignano, Anthony James. "Strategic Asymmetric Multicultural Alliances in Business." Antioch University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1278017139.

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Books on the topic "Strategic alliances"

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1953-, Beamish Paul W., ed. Strategic alliances. Cheltenham: Edward Elgar Publishing, 1998.

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Warren, McFarlan, ed. Strategic alliances. Carrollton, TX: Chantico Pub. Co., 1989.

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Multinational strategic alliances. Chichester: Wiley, 1999.

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Refik, Culpan, ed. Multinational strategic alliances. New York: International Business Press, 1993.

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Developing strategic alliances. Menlo Park, CA: Crisp Publications, 2000.

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Mockler, Robert J. Multinational strategic alliances. Chichester: Wiley, 2000.

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Itschert, Jörg, and Rehan ul-Haq. International Banking Strategic Alliances. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9781403937629.

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Marangozov, I︠A︡vor. Стратегически съюзи/Strategic Alliances. София, България/Sofia, Bulgaria: Авангард Прима/Avangard Prima, 2009.

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Unit, EconomistIntelligence, ed. Best practices: Strategic alliances. New York: Economist Intelligence Unit, 1994.

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Baudon, Sophie. Strategic alliances in telecommunications. Leicester: Leicester Business School, De Montfort University, 1995.

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Book chapters on the topic "Strategic alliances"

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Inkpen, Andrew C. "Strategic Alliances." In The Blackwell Handbook of Strategic Management, 403–27. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1111/b.9780631218616.2006.00015.x.

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McNabb, David E., and Carl R. Swenson. "Strategic Alliances." In Collaboration in Government, 129–44. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003182177-8.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Alliances." In Strategic International Management, 281–301. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8332-9_15.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Alliances." In Strategic International Management, 279–99. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-6331-4_15.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Alliances." In Strategic International Management, 385–404. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-07884-3_17.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Supplier alliances." In Strategic Alliance Management, 139–54. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-10.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Learning alliances." In Strategic Alliance Management, 155–71. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-11.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "International alliances." In Strategic Alliance Management, 188–205. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-13.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Asymmetrical alliances." In Strategic Alliance Management, 206–19. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-14.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Coopetition alliances." In Strategic Alliance Management, 234–50. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-16.

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Conference papers on the topic "Strategic alliances"

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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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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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Imana, Jose Luis, John Podowski, and Dave Stegemeier. "Strategic Alliances: Managing Risks, Sharing Rewards." In SPE Latin America/Caribbean Petroleum Engineering Conference. Society of Petroleum Engineers, 1996. http://dx.doi.org/10.2118/36117-ms.

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Babu, Anju, and Charles Weber. "Strategic Alliances for Technology Adoption: Alliances and Partnerships for Blockchain Adoption." In 2019 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2019. http://dx.doi.org/10.23919/picmet.2019.8893740.

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Inelmen, Erol. "Mapping `Strategic Alliances' with `Learning Technologies' Appropriately." In 2006 Technology Management for the Global Future - PICMET 2006 Conference. IEEE, 2006. http://dx.doi.org/10.1109/picmet.2006.296576.

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Phillips, C. J., C. G. Stewart, J. C. Barnette, and Bruce Henderson. "Strategic Alliances in the Wireline Services Industry." In IADC/SPE Drilling Conference. Society of Petroleum Engineers, 1994. http://dx.doi.org/10.2118/27460-ms.

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Rigotto, Luciana, Élita Martins de Andrade, Beatriz Barreto Brasileiro Lanza, Andréa Paula Segatto, and Márcia Ramos May. "Understanding Strategic Alliances in the Public Sector." In ICEGOV2019: 12th International Conference on Theory and Practice of Electronic Governance. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3326365.3326378.

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Chen, Yi-Yu, and George F. Farris. "Effects of Technology Cycles on Strategic Alliances." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349320.

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Wei, Qin, and Fei Xu. "Instability of Strategic Alliances: A Process-Oriented Perspective." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5576993.

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Wen Jun, Tan Zhaoyang, Liu Xiong, and Shuo Zhang. "Study on risk control of airline strategic alliances." In 2011 International Conference on Computer Science and Service System (CSSS). IEEE, 2011. http://dx.doi.org/10.1109/csss.2011.5974390.

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Reports on the topic "Strategic alliances"

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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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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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Adams, T. F. Properties of energetic materials: United States Department of Energy (DOE) Accelerated Strategic Computing Initiative (ASCI) strategic alliances. Office of Scientific and Technical Information (OSTI), January 1997. http://dx.doi.org/10.2172/434391.

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Fontes, Margarida, Cristina Sousa, and Silvana Pimenta. The commercialisation of emerging energy technologies: the strategic alliances of high-technology entrepreneurial firms. DINÂMIA'CET-IUL, 2012. http://dx.doi.org/10.7749/dinamiacet-iul.wp.2012.05.

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Haeussler, Carolin, and Matthew Higgins. Explaining Preferences for Control Rights in Strategic Alliances: A Property Rights and Capabilities Perspective Approach. Cambridge, MA: National Bureau of Economic Research, September 2012. http://dx.doi.org/10.3386/w18364.

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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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Taylor, Richard L. Tribal Alliances: Ways, Means, and Ends to Successful Strategy. Fort Belvoir, VA: Defense Technical Information Center, August 2005. http://dx.doi.org/10.21236/ada436645.

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Taylor, Richard L. Tribal Alliances: Ways, Means, and Ends to Successful Strategy. Fort Belvoir, VA: Defense Technical Information Center, December 2004. http://dx.doi.org/10.21236/ada432024.

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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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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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