Relevant bibliographies by topics / Strategic alliances (Business)

Academic literature on the topic 'Strategic alliances (Business)'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 July 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Strategic alliances (Business).'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Strategic alliances (Business)"

1

Mamavi, Olivier, Olivier Meier, and Romain Zerbib. "Alliance management capability: the roles of alliance control and strength of ties." Management Decision 53, no. 10 (November 16, 2015): 2250–67. http://dx.doi.org/10.1108/md-04-2015-0123.

Full text
Abstract:
Purpose – Strategic alliances have a low success rate despite the profusion of literature on this topic in the last 20 years. To understand the factors that determine performance of partnership relations, the purpose of this paper is to study the roles of control and the strength of interorganizational ties in businesses ability to manage strategic alliances. Design/methodology/approach – The authors have examined 10,377 partnership relations formed as part of strategic alliances to analyze the capacity of a business to manage its alliances. The authors built a structural equations model (PLS) based on observation of 4,242 alliances. Findings – This research identifies two determinants of the success of alliance management. First, the impact of weak ties and strong ties is identical when the business does not control the alliance. Second, weak ties are a more effective means than strong ties when a business controls the alliance. Originality/value – The main contribution of this study thus lies in our analysis of interorganizational relations and of their tangible impact on strategic trade-offs. The field of public procurement is particularly well-suited to evaluating this phenomenon, given the subtlety of alliances at play.
APA, Harvard, Vancouver, ISO, and other styles
2

Mehta, Dhawal, and Sunil Samanta. "The Nature and Significance of Strategic Alliance." Vikalpa: The Journal for Decision Makers 21, no. 2 (April 1996): 15–30. http://dx.doi.org/10.1177/0256090919960202.

Full text
Abstract:
In the current scenario of globalization of business, strategic alliance is emerging as a powerful management tool in business management. Though alliances are as old as the industrialization during the 15th and 16th centuries, they are being refocused in the 20th century. But, strategic alliance is not an unmixed blessing as more number of alliances have turned out to be failures. In this article, Dhawal Mehta and Sunil Samanta discuss the nature and significance of strategic alliance by citing a few recent cases of strategic alliances in the Indian industry, argue out why strategic alliance should be resorted to, and list out do's and dont's to enable Indian companies to successfully catapult themselves to the mainstream of global business.
APA, Harvard, Vancouver, ISO, and other styles
3

Kinderis, Remigijus, and Giedrius Jucevičius. "STRATEGIC ALLIANCES – THEIR DEFINITION AND FORMATION." Latgale National Economy Research 1, no. 5 (October 21, 2013): 106. http://dx.doi.org/10.17770/lner2013vol1.5.1155.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
4

Čirjevskis, Andrejs. "Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance." Journal of Risk and Financial Management 14, no. 8 (August 19, 2021): 385. http://dx.doi.org/10.3390/jrfm14080385.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
5

Ahwireng-Obeng, F., and O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa." South African Journal of Business Management 32, no. 3 (September 30, 2001): 41–51. http://dx.doi.org/10.4102/sajbm.v32i3.724.

Full text
Abstract:
The literature suggests that the success of strategic alliances between large and small firms is influenced by four broad factors: motivational, cultural and resource capability synergies; shared commitments, goals and roles; participative planning, operationalisation and administration; and regular open communications. This study suggests that even though mismatches and incongruencies may be evident, the alliance formation and endurance are influenced by two other factors: largely similar perceptions by both groups regarding the alliance’s performance determinants; and a strong expectation by the large firm group of high future net benefits from aligning with small firms. Performance is, invariably, contingent upon implementing a number of ‘pre-emptive’ steps during the course of the alliance.
APA, Harvard, Vancouver, ISO, and other styles
6

Johnson, Lewis D., and Edwin H. Neave. "Strategic governance of the alliance spectrum." Corporate Ownership and Control 3, no. 3 (2006): 213–18. http://dx.doi.org/10.22495/cocv3i3c1p7.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
7

Yarosh-Dmytrenko, Liudmyla, Iryna Martyniak, Alla Domyshche-Medyanyk, Valentyna Lukianets-Shakhova, and Tetiana Yasinska. "Business alliances in the economy of EU countries." Revista Amazonia Investiga 11, no. 53 (July 4, 2022): 249–58. http://dx.doi.org/10.34069/ai/2022.53.05.25.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
8

Zhao, Fang. "Taking a Strategic Alliance Approach to Enhance M-Commerce Development." International Journal of E-Business Research 6, no. 4 (October 2010): 26–37. http://dx.doi.org/10.4018/jebr.2010100103.

Full text
Abstract:
Current m-commerce business models show that m-commerce depends on complex networks of business relationships, which often comprise telecommunications service providers, mobile device makers, banking industry, Internet search engine providers, and various third-party value-adding companies. Due to the nature of m-commerce, the key to success in m-commerce lies predominantly in managing a network of alliances. This paper answers research questions, such as why do companies team up for m-commerce? What are the key challenges facing the alliances? How can companies address the challenges? What does the future hold for the study of strategic alliances including m-commerce alliances? This paper extends strategic alliance theories to the study of m-commerce alliances that are formulated in various cultural and national backgrounds. The authors examine both strategic and operational strategies for m-commerce alliances and discuss a wide range of issues in the formulation and implementation of m-commerce alliance strategy.
APA, Harvard, Vancouver, ISO, and other styles
9

Kauser, Saleema, and Vivienne Shaw. "The influence of behavioural and organisational characteristics on the success of international strategic alliances." International Marketing Review 21, no. 1 (February 1, 2004): 17–52. http://dx.doi.org/10.1108/02651330410522934.

Full text
Abstract:
With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that behavioural characteristics play a more significant role in explaining overall alliance performance compared to organisational characteristics. High levels of commitment, trust, coordination, interdependence and communication are found to be good predictors of international strategic alliance success. Conflict, meanwhile, is found to hamper good performance. By contrast organisational characteristics such as structure and control mechanisms are found not to strongly influence the success of international strategic alliances.
APA, Harvard, Vancouver, ISO, and other styles
10

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Strategic alliances (Business)"

1

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

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Horton, Veronica Clare. "Strategic alliances : an exploration of their incidence, configuration and transformation in Europe, North America and the Pacific Rim from 1985 to 1991." Connect to resource, 1992. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1267632854.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Gray, David Michael Marketing Australian School of Business UNSW. "A competency based theory of business partnering : an empirical study of Australian business-to-business partnerships." Awarded by:University of New South Wales. School of Marketing, 2006. http://handle.unsw.edu.au/1959.4/23302.

Full text
Abstract:
This research, conceptualizes, operationalises and empirically tests a competency-based theory of business-partnering performance within an Australian business-partnering context. Drawing on theory from social psychology and marketing, the research integrates a number of theoretical approaches including resource-based theory, competency based theory, relational factors view, relational interaction theory, and competitive advantage theory to explain why some business partnerships are more successful than others are. The results use a ???process model of business-partnering??? performance to explain the interaction process through which business partners exploit the available partnering related ???operant resources??? and how these resources influence the performance of business partnerships and their ability to achieve a competitive advantage. Specifically, this research investigates a number of important internal resources, which facilitate the building, and maintaining of external businesspartner relations including ???joint alliance competence???, ???joint alliance structure???, ???interpersonal relational competence??? and ???market orientation???. This research shows that an adequate understanding of how these ???operant resources??? are deployed/accessed and co-created by the business partners to achieve a competitive advantage requires integration of ???relational interaction theory??? into ???resource-based theory??? and ???competency-based theory???. The results of this research show that those firms that pursue business partnerships as a competitive strategy can improve performance by engaging in a range of activities, which facilitate the building of ???relational capital??? of the partnership. The results provide support for conclusion that ???communication behaviour??? is a central and important mediating variable in the performance of business partnerships. Overall, the findings are consistent with the literature in finding support for the notion that ???joint alliance competence??? is a direct antecedent of businesspartnering performance. There is support for the notion that the partnership???s ability to govern and manage itself is an important determinant of ???communication behaviour??? and ???co-ordination behaviour???. The results identified ???market orientation???, ???co-ordination behaviour??? and ???relational capital??? as all having a direct influence on business-partnership profitability. Finally, given the relatively high failure rates of business partnerships this research provides greater opportunity for a discussion of the kinds of intervention strategies that could be used to minimise the risk of failure and/or to improve partnership performance. Keywords: competency, alliance, business partnership, relationship marketing, businesspartnering competency, relational factors view, resource based view, relational interaction theory, market orientation, interpersonal relational competency, alliance structure, process model.
APA, Harvard, Vancouver, ISO, and other styles
4

Kann, Glenda May. "Strategic alliances : the impact on organisational form." Thesis, Queensland University of Technology, 2000. https://eprints.qut.edu.au/36345/1/36345_Kann_2000.pdf.

Full text
Abstract:
Around the world businesses are seeking to utilise new technologies and new approaches to improve their production processes and services and maintain competitiveness. Alliance partnerships are an area of increasing interest to businesses large and small. They enable organisations to share technology, obtain funding, produce better quality products and services, to increase market access and obtain strategic organisational assistance. However, a high percentage of alliances continue to fail across a wide range of industries. The primary objectives of this thesis are: • To make an exploratory study of the intraorganisational changes that can occur and examine to what extent these factors affect the success of alliances. • To investigate the actual levels of interaction of partners in an alliance relationship and the degree to which the alliance activity and management encroaches into the strategic decision making process of both parties in the alliance. • To explore some theoretical issues relating to strategic alliance activity. When organisations enter into alliances some organisational characteristics need to be reviewed to allow them to become more suited to the alliance relationship. Organisations require greater efficiency in identifying suitable environments for successful alliances in the negotiating and planning stages, and when developing the procedural and cultural characteristics suited to proposed partnerships. This thesis analysed three areas: organisational structure, management and human resources, and communications and interface relationships. Other characteristics such as managerial procedures, organisational culture, organisational design and strategic planning are incorporated within these three main areas.
APA, Harvard, Vancouver, ISO, and other styles
5

Fan, Tak-yu David. "An analysis on business networks of the vertical transportation industry in Hong Kong /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17983460.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Gupta, Vishal K. "Firm strategy and knowledge management in strategic supply chain relationships a knowledge-based view /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4431.

Full text
Abstract:
Thesis (Ph.D.)--University of Missouri-Columbia, 2006.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on April 27, 2009) Vita. Includes bibliographical references.
APA, Harvard, Vancouver, ISO, and other styles
7

Tam, Kai-man. "Building international strategic alliances through a network approach /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B20262899.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Morrison, Alison J. "Small firm strategic alliances : the UK hotel industry." Thesis, University of Strathclyde, 1995. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21315.

Full text
Abstract:
The central objective of this thesis was to advance knowledge of the processes leading to the creation of small firm strategic alliance relationships, and the issues involved in their development and management. This has been recognised by the author as an underdeveloped area of research. Moreover, research analyses and evaluates the contribution of strategic alliances to the small firm operating within the sector in general and within the hotel industiy specifically. Literature research identified that strategic management through co-operative networks represented an appropriate business practice. Thus, empirical research activity focused on a specific form of partial network, that of a strategic alliance. A strategic alliance, Scotland's Commended Hotels and its member small hotel firms was selected as the subjects for empirical research. This strategic alliance is an example of small firms voluntarily co-operating, seeking to add to their competencies by combining marketing resources with those of their partners, in order to safeguard and improve their market and competitive position. This organisation was researched over a period of nine months using a multimethod approach combining qualitative and quantitative techniques in a planned systematic manner. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures,that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships.
APA, Harvard, Vancouver, ISO, and other styles
9

Pun, Ming-yu Kenji. "The development of strategic alliance of airports." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B37228882.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Michaelis, Ralph. "A study of alliance formation and alliance mode choice for non-equity strategic alliances in the high technology sector." Thesis, University of Ottawa (Canada), 1996. http://hdl.handle.net/10393/9703.

Full text
Abstract:
The objective of this research was to broadly study the topic of non-equity strategic alliances in the high technology sector. The a priori assumptions were that non-equity alliances were different, and that treatment of non-equity alliances in high technology firms was different from other industries. The objectives of the study were to understand: (a) why are non-equity alliances chosen in the high technology sector; (b) what roles do strategy and core competencies play in the choice of non-equity alliances; and (c) what role do technology and market factors play in high technology alliances? This study investigated twelve alliance formation decisions among three firms in the Ottawa-Carleton Region, in Ontario, Canada. The firms in the sample ranged in size from $150 million in annual revenues, to more than \$10 billion. The partner organizations reflected an international scope with headquarters in Japan, Europe and North America. The sample covered non-equity strategic alliances formed from 1990 to 1996. (Abstract shortened by UMI.)
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Strategic alliances (Business)"

1

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

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

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

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

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

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Reuer, J. J. Entrepreneurial alliances. Boston: Prentice Hall, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Das, T. K. Strategic alliances for SME development. Charlotte, NC: Information Age Pub. Inc., 2015.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Africa, Ariño, and Reuer J. J, eds. Strategic alliances: Governance and contracts. Basingstoke [England]: Palgrave Macmillan, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Morasch, Karl. Strategische Allianzen: Anreize, Gestaltung, Wirkungen. Heidelberg: Physica-Verlag, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Braun, Wolfram. Kooperation im Unternehmen: Organisation und Steuerung von Innovationen. Wiesbaden: Gabler, 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

S, Shiva Ramu. Strategic alliances: Building network relationships for mutual gain. New Delhi: Response Books, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Gerdes, Sarah. Navigating the maze: Creating alliances that work. New York: McGraw-Hill, 2003.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Strategic alliances (Business)"

1

Wynn-Williams, Michael. "Global Strategic Alliances." In Managing Global Business, 259–82. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-34826-5_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Hermanni, Alfred-Joachim. "Alliances." In Business Guide for Strategic Management, 1–5. Wiesbaden: Springer Fachmedien Wiesbaden, 2023. http://dx.doi.org/10.1007/978-3-658-41367-5_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Shimasaki, Craig D. "Strategic Alliances and Corporate Partnerships." In The Business of Bioscience, 197–204. New York, NY: Springer New York, 2009. http://dx.doi.org/10.1007/978-1-4419-0064-7_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Hartmann, Andreas M. "Negotiating for Strategic Alliances." In The Palgrave Handbook of Cross-Cultural Business Negotiation, 53–70. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-00277-0_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Shenkar, Oded, Yadong Luo, and Tailan Chi. "Building and Managing Global Strategic Alliances (GSAs)." In International Business, 453–81. 4th ed. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003034315-16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Itschert, Jörg, and Rehan ul-Haq. "Business in Central and Eastern Europe in 2000: Dead End for the Alliance?" In International Banking Strategic Alliances, 82–94. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9781403937629_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Culpan, Refik. "Open Innovation Business Models and the Role of Interfirm Partnerships." In Open Innovation through Strategic Alliances, 17–39. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137394507_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Faulkner, David O. "The Management of International Strategic Alliances." In The Strategy and Organization of International Business, 128–48. London: Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1007/978-1-349-26640-1_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Baldi, Francesco. "Managing Strategic Alliances in Good and Bad Times." In SpringerBriefs in Business, 21–34. Milano: Springer Milan, 2012. http://dx.doi.org/10.1007/978-88-470-2850-0_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Baldi, Francesco. "Classifying Synergistic Growth Options Embedded in Strategic Alliances." In SpringerBriefs in Business, 35–41. Milano: Springer Milan, 2012. http://dx.doi.org/10.1007/978-88-470-2850-0_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Strategic alliances (Business)"

1

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
2

Logožar, Klavdij. "Advantages and Disadvantages of Strategic Alliances in International Business." In Sixth International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/itema.2022.195.

Full text
Abstract:
The paper studies strategic alliances and their role in interna­tional business. The importance of strategic alliances in the global econo­my has increased. Strategic drivers for interfirm co-operation between alli­ance partners are market growth, cost reduction, reducing risk, and access to knowledge. The author focuses on the advantages and disadvantages of strategic alliances. The challenges of managing international strategic alli­ances are also discussed. Ensuring the success of strategic alliances between international firms is more difficult due to alliance partners’ differences in national, organizational and professional culture. International strategic al­liances are critically important to a firm success and coping with globali­zation, deregulation, and developments in information and transportation technology.
APA, Harvard, Vancouver, ISO, and other styles
3

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
4

Aleshkova, D. V. "Innovation Management In Business Structures Of Strategic Alliances." In Global Challenges and Prospects of The Modern Economic Development. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.04.02.11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Hawryszkiewycz, I. T. "A strategic approach to connectivity in business alliances." In the 1997 ACM SIGCPR conference. New York, New York, USA: ACM Press, 1997. http://dx.doi.org/10.1145/268820.268869.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Lee, Jungah, and Seongho Kim. "A Study on Moderating Effects of Culture on Business Performance and Strategic Alliances." In Business 2014. Science & Engineering Research Support soCiety, 2014. http://dx.doi.org/10.14257/astl.2014.70.10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Da, Pham Thanh, Pham Dan Khanh, and Vu Van Ngoc. "Strategic Alliances between Universities and Enterprises in Training, Development of Human Resources for Tourism after Training, Development of Human Resources for Tourism after COVID-19." In ACBSP Region 10 Annual Conference 2023. CamEd Business School, 2023. http://dx.doi.org/10.62458/camed/oar/acbsp/58-64.

Full text
Abstract:
COVID-19 has revealed and even increased the shortage in quantity and skills to meet the flexible business strategy of enterprises after the pandemic, especially for enterprises operating in the hotel and tourism industry. Improving the quality of human resources and increasing the supply of human resources for tourism enterprises is an urgent and complex issue. This issue requires the efforts and cooperation of businesses, schools, and the direction of the Government to meet the demand for quantity and quality of human resources for the tourism industry after the pandemic in the current situation. In this research, the authors discuss the solution of training cooperation between schools and enterprises in training and developing human resources to adapt to the post Covid-19 era. Keywords: Tourism human resources, human resources for the post-COVID-19 period, human resource training and development, training cooperation between schools and businesses
APA, Harvard, Vancouver, ISO, and other styles
8

Dobrosotskiy, Viktor, and Raisa Shpakova. "Cutting-edge methods of establishing strategic alliances between the food producers and nation-wide retail chains in Russia and Spain." In Proceedings of the International Scientific-Practical Conference “Business Cooperation as a Resource of Sustainable Economic Development and Investment Attraction” (ISPCBC 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/ispcbc-19.2019.105.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hawking, Paul, Brendan McCarthy, and Susan Foster. "Teaching eBusiness Concepts using SAP's OnLine Store." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2500.

Full text
Abstract:
Many universities around the world have formed strategic alliances with Enterprise Resource Planning (ERP) systems vendors to incorporate these types of systems into their curriculum. Over the past few years the sharing of curriculum resources between universities has facilitated this process. Universities are now struggling with the concept of how to develop e-business curriculum incorporating their existing ERP system. Universities are faced with firstly having to implement the available functionality and then develop the appropriate curriculum. This paper describes a student centric method to assist universities with this curriculum delivery. Students at Victoria University have implemented and documented the implementation process of SAP’s OnLine Store. This documentation will be freely distributed to other universities to assist them with their implementation. Staff at the University are in the process of developing ebusiness curriculum based on the OnLine Store which will also be distributed to other universities.
APA, Harvard, Vancouver, ISO, and other styles
10

Latif, Danial Shaffiq Abdul. "Pioneering the First Immersive Virtual Reality Solution for Onshore Oil & Gas Facility and Beyond with Sustainable Operations Ecosystem from 100% Development by In-House Talents." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216918-ms.

Full text
Abstract:
Abstract Immersive virtual reality of our asset provides the avenue to optimize operations cost, enhance project and asset management with occupational safety risks reduction to our frontline operations. However, high development and deployment cost with solution unfamiliarity hinders asset owner's adoption. This paper discusses the strategic approach of embracing innovation culture to develop a sustainable immersive virtual reality platform by capitalizing in-house talents for generating early solution adoption at minimum risks and costs towards the business. Three prongs approach was executed to maximise value returns with the least investment cost by focusing on customer centricity, agile MVP solution development and fit-for-purpose investments. Customer centricity allows the team understanding on the customer wants and needs to craft a bespoke solution that effectively address the customer pain points and harmonizing with the existing organization digital ecosystem and governances. Agile MVP solution developments at specific stages enhances the team's understanding of the solution development based on Technology Readiness Level (TRL) by low resources utilisation, fit-for-purpose investments and faster deployment to further minimize business risks and accelerate operationalisation. The three-prong approach has managed to achieve proof of concept in just weeks and achieved final MVP pilot deployment in a few months for an onshore facility in the region with bare minimum investment resources and minimum risks to the business. Leveraging on the knowledge and invested resources, three replications of onshore facilities in the neighboring vicinity was achieved at accelerated pace utilizing the existing resources and upskilling the new teams on the development methodology by capitalizing in-house talents with plans for replication in offshore facilities in 2023 onwards in Malaysia and international operations in 2024. The solution has also managed to achieve TRL 6 with copyrighted intellectual property to further accelerate the adoption of solution across the businesses to achieve the growth plans of the solution. Acknowledging continuous improvement and sustainable operations, strategic alliances are ongoing within the organization to develop the ecosystem for effective management of the solution; and knowledge transfer programs are also designed to upskill identified personnel with minimum business impact to existing operations. In addition, the knowledge gained from developing the solution and insights to the customer needs; new features can be easily designed into the system to ensure relevancy to the customers. Adopting digital solutions is a daunting task with unfamiliarity of the solution and the high threshold of initial investment. By embracing culture of innovation and capitalizing on existing talents with minimum resource investments, organizations can overcome these thresholds to achieve faster value returns, early solution adoption and bespoke features catered towards customer centricity without major impacts towards the business and lower risks.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Strategic alliances (Business)"

1

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Tham, Siew Yean. ASEAN Open Skies and Its Implications on Airport Development Strategy in Malaysia. Inter-American Development Bank, June 2008. http://dx.doi.org/10.18235/0011315.

Full text
Abstract:
This paper seeks to examine the implication of open skies in ASEAN on the airport development strategy in Malaysia. "Open Skies," in general, refers to the liberalization of aviation markets that can be pursued on a bilateral, regional, or multilateral basis. The findings show that although Malaysia has invested substantially in overall infrastructure development, including airports, other member countries within ASEAN, notably Singapore and Thailand, have also followed a similar investment-intensive strategy to develop their international airports into airport hubs. The dream to turn Kuala Lumpur International Airport (KLIA) into a regional hub requires Malaysia to undertake several measures to overcome the competitive pressures from neighboring hubs. This includes joining a strategic global alliance group to improve the traffic feed of the national carrier. It will also require the government to accelerate the construction of the new Low Cost Carrier Terminal (LCCT) at KLIA. The strategy to build a cargo hub at Senai should be reviewed while the promotion of tourism, especially to non-ASEAN countries has to focus on a distinctive product appeal that will enable the country to differentiate its tourism products from those of regional competitors. This paper was prepared for the Latin America/Caribbean and Asia/Pacific Economics and Business Association (LAEBA)'s 4th Annual Meeting held in Lima, Peru, on June 17th. 2008.
APA, Harvard, Vancouver, ISO, and other styles
3

Schuster, Christian. Strategies to Professionalize the Civil Service: Lessons from the Dominican Republic. Inter-American Development Bank, September 2014. http://dx.doi.org/10.18235/0010594.

Full text
Abstract:
Drawing on a case study of recent reforms in the Dominican Republic, this technical note derives lessons about strategies to professionalize the civil service. As in other countries with less professionalized civil services, the Dominican Republic's political economy is biased against reform: promises of public employment tend to be important to successful electoral mobilization. Nonetheless, passage of a new public service law and its partial implementation were achieved. The case study finds that the construction of a broad societal coalition demanding reform may account for this puzzle. For legislative approval, alliance formation extended to not only traditional reform allies, such as the international community, NGOs, business associations, the media, progressive governing legislators and a politically influential minister, but also novel allies, including opposition parties. Reform implementation was fostered by the periodic and well-publicized societal monitoring of an achievable set of reform objectives aligned with the strategic priorities of the Ministry of Public Administration. As a result, political incentives were tilted towards legal reform passage and incremental compliance in civil service subsystems such as organizational structures, information systems and training not perceived as threatening to core electoral mobilization interests, yet not in more politically contentious subsystems, such as recruitment and selection. The case study underscores the desirability of constructing broad societal coalitions to enable civil service professionalization particularly in contexts where potential societal veto actors with vested interests, such as public sector unions, are largely absent. It also underscores the continued weight of political economy constraints in conditioning the subsystems in which civil service reform implementation may be achieved.
APA, Harvard, Vancouver, ISO, and other styles
4

Kelsey, Tom. When Missions Fail: Lessons in ‘High Technology’ From Post-War Britain. Blavatnik School of Government, December 2023. http://dx.doi.org/10.35489/bsg-wp_2023/056.

Full text
Abstract:
The idea that national security and economic prosperity stem from being at the technological frontier (‘techno-nationalism’) is once again a dominant feature of global politics. The post-war United States has emerged as the key model in these discussions, with the ‘moonshot’ seen as an outstanding example of how to direct state resources towards technological breakthroughs, while the capacity of the American government is praised more generally for its ability to sponsor ground-breaking technology. This paper, however, suggests that the United States was the exception, not the rule, and that the failures of post-war Britain highlight the limitations of ‘techno-nationalism’ with vivid clarity. During the 1950s and 1960s, the British state took long-term bets on securing a leading role in the world’s technological future, specifically in the areas of supersonic flight via Concorde and nuclear power generation. The result, however, was not export glory but industrial calamity. These long-running programmes were eventually cut back in the 1970s, when it became accepted in Whitehall that Britain should no longer try to be the Science and Tech Superpower, attempting to leapfrog the United States to technological glory. Understanding this trajectory in Britain dislodges the sense that focusing on emerging technology and the long term is a silver bullet in policymaking. We must appreciate that the realities of technological power matter, and grasp that the post-war US was an unrepresentative case: no country today will have the relative level of industrial and technological might that it enjoyed at that time. While my arguments will resonate in other national contexts, my focus is on ensuring that any strategy for ‘high technology’ in the UK today continues to learn the lessons from the errors of the post-war period. It must be wary of expert capture within the state. It must also think about industrial strategy in an integrated way, across national security, economics, and foreign policy, with a policymaking machinery set up to deal with this level of complexity. Moreover, despite the attention afforded to national state funding, the UK should continue to see forging alliances as essential alongside working with international business and be clear-eyed about where it does and does not need to sustain national capabilities.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Strategic alliances (Business)' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography