Relevant bibliographies by topics / Strategic alliances (Business) – Australia

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

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Published: 4 June 2021
Last updated: 29 January 2023

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

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Rice, John, Tung-Shan Liao, Nigel Martin, and Peter Galvin. "The role of strategic alliances in complementing firm capabilities." Journal of Management & Organization 18, no. 6 (November 2012): 858–69. http://dx.doi.org/10.5172/jmo.2012.18.6.858.

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AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.
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MAZZAROL, TIM. "PARTNERSHIPS — A KEY TO GROWTH IN SMALL BUSINESS." Journal of Enterprising Culture 07, no. 02 (June 1999): 105–25. http://dx.doi.org/10.1142/s021849589900008x.

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The conventional image of the small business owner is that of a highly independent individual, taking risks and 'doing it tough' with limited assistance from others. However, research conducted in the United Kingdom and Australia with high performance small firms suggest that this is not so. A multivariate data analysis of the relationship between business management practice and sales growth performance identified the importance of partnering. This refers to the process of working in partnership with people who affect the business. Partnering involves creating and maintaining partnerships with everyone who affects your business. Working in partnership involves the creative talents and energies of everyone who can affect your business. The effect is that everyone, from staff through to supplier and customers, works together for mutual gain. These findings suggest that the owner of a small business needs to view himself or herself less as a lonely, isolated battler and more as someone who can gain from partnering. A willingness to seek strategic alliances can prove a valuable source of potential growth for small firms.
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Jennings, Daniel F., Kendall Artz, L. Murray Gillin, and Christodoulos Christodouloy. "DETERMINANTS OF TRUST IN GLOBAL STRATEGIC ALLIANCES: AMRAD AND THE AUSTRALIAN BIOMEDICAL INDUSTRY." Competitiveness Review 10, no. 1 (January 2000): 25–44. http://dx.doi.org/10.1108/eb046387.

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Howieson, Bryan. "The Phoenix Rises: The Australian Accounting Standards Board and IFRS Adoption." Journal of International Accounting Research 16, no. 2 (June 1, 2017): 127–54. http://dx.doi.org/10.2308/jiar-51825.

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ABSTRACT The Australian experience of International Financial Reporting Standards (IFRS) is used to explore the impact of IFRS adoption on the sphere of authority (SOA) of a national accounting standard-setter (NASS). Data for the study were gathered from interviews with AASB technical staff and retired IASB members. The study demonstrates how changes in the social order between the IASB and NASSs impact domestic and international standards and how power is exercised and shared in the IASB/NASSs relationship. I find that a standard-setter's technical agenda is influenced by its strategic agenda. I show the significant influence of the standard-setting entity's chairperson on the development and implementation of the strategic agenda. In addition, individual technical staff members help drive this agenda. Knowledge of the behavior of standard-setting organizations can be considerably deepened by studying the characteristics and motivations of the individuals within those organizations. The findings are useful to NASSs by, for example, demonstrating the importance of employing individuals with both strong technical and political skills. If NASSs wish to have influence at the global level, then they must be proactive in driving change through networks and alliances with other NASSs.
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Duff, Cameron, and Shanti Sumartojo. "Assemblages of creativity: Material practices in the creative economy." Organization 24, no. 3 (January 16, 2017): 418–32. http://dx.doi.org/10.1177/1350508416687765.

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This article questions the anthropocentrism of existing treatments of creative work, creative industries and creative identities, and then considers various strategies for overcoming this bias in novel empirical analyses of creativity. Our aim is to begin to account for the nonhuman, ‘more-than-human’, bodies, actors and forces that participate in creative work. In pursuing this aim, we do not intend to eliminate the human subject from analysis of creative practice; rather we will provide a more ‘symmetrical’ account of creativity, alert to both the human and nonhuman constituents of creative practice. We draw from Deleuze and Guattari’s discussion of the assemblage to develop this account. Based on this discussion, we will define the creative assemblage as a more or less temporary mixture of heterogeneous material, affective and semiotic forces, within which particular capacities for creativity emerge, alongside the creative practices these capacities express. Within this assemblage, creativity and creative practice are less the innate attributes of individual bodies, and more a function of particular encounters and alliances between human and nonhuman bodies. We ground this discussion in qualitative research conducted in Melbourne, Australia, among creative professionals working in diverse fields. Based on this research, we propose a ‘diagram’ of one local assemblage of creativity and the human and nonhuman alliances it relies on. We close by briefly reflecting on the implications of our analysis for debates regarding the diversity of creative work and the character of creative labour.
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BUCIC, TANIA, and LIEM VIET NGO. "ACHIEVING ALLIANCE INNOVATION VIA ALLIANCE LEARNING: AN EMPIRICAL STUDY." International Journal of Innovation Management 17, no. 04 (August 2013): 1350013. http://dx.doi.org/10.1142/s1363919613500138.

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Firms increasingly enter into business alliances in an effort to manage the innovation process and with a view to achieving better outcomes. The process therefore likely benefits from greater alliance learning, which can help transform alliance creativity and absorptive capacity into innovative outputs and thus a sustainable advantage for the alliance firms. Survey data collected from 389 Australian firms confirm that alliance creativity and absorptive capacity affect alliance innovation through the mediating role of alliance learning. In contrast, a test of an alternative moderating perspective reveals that alliance learning does not play a significant moderating role in these relationships. Although this study uses a cross-sectional, key-informant design, it offers important insights for research and practice.
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Ajami, Riad A., and Dara Khambata. "Global Strategic Alliances:." Journal of Global Marketing 5, no. 1-2 (November 22, 1991): 55–69. http://dx.doi.org/10.1300/j042v05n01_05.

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Kauser, Saleema, and Vivienne Shaw. "International Strategic Alliances." Journal of Global Marketing 17, no. 2-3 (May 20, 2004): 7–43. http://dx.doi.org/10.1300/j042v17n02_02.

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Saner, Raymond. "Business diplomacy and international strategic alliances." European J. of International Management 1, no. 1 (2019): 1. http://dx.doi.org/10.1504/ejim.2019.10016814.

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Saner, Raymond. "Business diplomacy and international strategic alliances." European J. of International Management 13, no. 5 (2019): 588. http://dx.doi.org/10.1504/ejim.2019.102009.

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

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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.

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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.
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Smith, Renate. "The impact of a strategic alliance on customer perceived value." UWA Business School, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0182.

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The formation of alliances has become a key strategy for businesses wishing to grow. Yet the majority of these alliances fail. Most of the research into strategic alliances has focused on the benefits to the business itself, such as access to new markets, new technology or new knowledge. Surprisingly little research has examined the impact such alliances have on the customer, so we do not know if these alliances result in tangible benefits for customers that can be used to improve the outcomes of the alliance. The present study examined whether such an alliance added value to customers or improved their relationship with a service provider. The study found customers differentiated between
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Wingham, Dianne. "Attitude and behaviour dichotomy in SME strategic alliance: A south west of Western Australian study." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2000. https://ro.ecu.edu.au/theses/1650.

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Strategic alliances are generally perceived as cooperative relationships constrained within the parameters of bounded rationality, seeking to maximise their levels of control in a turbulent economic environment. They are also commonly conceptualised as a means of creating competitive advantage in business. In regional areas of Western Australia they are favoured by government instrumentalities as a means of making small to medium enterprises (SMEs) more competitive. With the dominant global emphasis in the literature on big business, relatively little is known still about strategic alliances in small to medium enterprises. Moreover, the research on strategic alliances within Australia s also limited, and since 92 %or businesses in Australia arc SMEs (ABS 1999), there are significant gaps in the literature about a significant contributor to economic health or the nation. For these reasons this thesis focuses attention on SMEs in Australia, in particular the South West of Western Australia. This thesis is concerned with strategic alliance propensity in selected small to medium enterprises with less than 500 employees but three or more employees including family members. Mixed methodology data collection was used; based on an extensively validated international survey instrument, and a series of in-depth interviews. The outcome of the study was a synthesised model of SME strategic alliance decision-making which addresses the impacts on attitudes of SME Key Decision-Leaders choosing either positive or negative behaviours relating to strategic alliance formation. The development of this model, the Strategic Alliance Participation Paradigm (SAPP) was achieved through an iterative approach to environmental exploration, literature scanning and analysis and the application of a mixed methodological approach to data collection. Chapters One to Three present the development of the research questions and the research process adopted to address important elements or the research. Chapter Four presents the major consolidated findings based on factor analysed outcomes. Variables were subjected to logistic regression statistical analysis determining support for hypothesised research outcomes. In depth interviews provide evidence of the SME domain, in the context initially of the regional area under review. Conclusions arc further reviewed in the context or a recent significant Norwegian culturally based survey. The Strategic Alliance Participation Paradigm reflects the work carried out by a small group of earlier researchers, and further, empirically tests the determinants of SME Key-Decision-Leader strategic alliance behaviour. Recommendations for future research developed from the research findings arc presented in Chapter Five supporting the conclusions und implications of this study for future SME strategic alliance research both regional and global. Benefits from this process will be seen in the enhanced ability to benchmark at source regional differences and similarities, and thereby to further enhance the value of the outcomes to scholars and practitioners. Researchers could do well to pursue understanding of identified gaps in knowledge and to cooperate with industry to enhance alliance behaviour, achieving benefits through philosophy of competitive tendering. Significant within the outcomes however, was the identified need to research ways to support and grow the large sector of Australian business, the small to medium enterprise.
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Cripps, Helen. "Collaborative business relationships and the use of ICT: The case of the marine, defence and resources cluster, Western Australia." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2007. https://ro.ecu.edu.au/theses/301.

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The research project was developed from an Australian Research Council Grant designed to investigate collaborative commerce and its impact on regional economic development. Through a process of consultation with the industry partner, the South West Group, the research was designed to investigate the drivers and inhibitors of collaborative relationships and the factors that impact on the creation and sustaining of these relationships. The role of Information Communication Technology (ICT) in facilitating and sustaining collaborative relationships and the perceived benefits and drawbacks of collaborative relationships were also investigated. The research sought to identify models of the best adoption of collaborative relationships.
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Luechaikajohnpan, Pinijsorn Economics Australian School of Business UNSW. "Collaboration and international trade." Publisher:University of New South Wales. Economics, 2008. http://handle.unsw.edu.au/1959.4/40905.

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Over the last two decades there has been a tremendous increase in collaboration among competing firms. A significant number of these collaborations are international. This thesis explores the incentives and welfare consequences of collaboration in the context of international trade. We consider two types of cross-border collaborations. The first is collaboration by sharing a part of firms' value creating activities, such as technology development, product design and distribution. This saves on production costs but reduces product distinctiveness. Firms collaborate if and only if the reduction in product distinctiveness is lower than a threshold level. We find that the threshold increases with an increase in trade costs. That is, an increase in trade costs makes collaboration more likely. Higher trade cost lowers competition, which in turn enables the firms to save on fixed costs while forgoing some product distinctiveness. Furthermore, we demonstrate that contrary to standard intuition, higher trade cost could enhance consumers' welfare by inducing competitors to collaborate. We extend our model to endogenise location choice by the firms where collaboration requires co-location (due to the benefit of local spillovers or joint investment in key infrastructures). Unlike the original model, we find that an increase in trade costs can discourage collaboration. In both circumstances, we find that an increase in trade cost can improve consumer surplus. The second type of collaboration considered in this thesis is licensing. We extend the standard licensing literature to an environment where firms compete in the domestic as well as foreign market. We examine how trade cost affects the licensing decision as well as the optimal payment mechanism. We find that an increase in trade costs reduces the possibility of licensing. Concerning the payment mechanism, we find that (i) either royalty or (ii) a two-part tariff (involving a fixed fee as well as royalty payments) is optimal. An increase in trade costs reduces the likelihood of royalty only being the optimal payment mechanism.
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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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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.

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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.
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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.

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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.

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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.
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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.

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Books on the topic "Strategic alliances (Business) – Australia"

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

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

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

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

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Jonathan, Reuvid, and Institute of Directors, eds. Managing business partnerships. London: Kogan Page, 2000.

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J, Reuer J., ed. Strategic alliances: Theory and evidence. Oxford: Oxford University Press, 2004.

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Researching strategic alliances: Emerging perspectives. Charlotte, NC: Information Age Pub., 2010.

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

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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Mazzarol, Tim, and Sophie Reboud. "Team Building, Company Leadership and Strategic Alliances." In Springer Texts in Business and Economics, 355–90. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-9412-6_11.

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

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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.

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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.

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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.

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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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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.

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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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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.

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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.
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Chen, Zhenyi. "Study On The Situation Between France And The South China Sea From The Perspective Of Balance Of Power Theory." In 8th Peace and Conflict Resolution Conference [PCRC2021]. Tomorrow People Organization, 2021. http://dx.doi.org/10.52987/pcrc.2021.011.

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ABSTRACT With the rise of China and the escalation of tension between China and the United States, European countries led by Britain, France and Germany pay increasing attention to the regional situation in the Asia-Pacific (now known as "Indo-Pacific"). Among them, the South China Sea (SCS) is one of the main areas disputed by China, the United States, Southeast Asian countries and some European countries. Western countries are worried that the rise of China's military power will break the stability of the situation in SCS and alter the balance of power among major powers. Therefore, they tried to balance China's rise through alliance. In France's Indo-Pacific strategy, France aims to build a regional order with the alliance of France, India and Australia as the core, and regularly carry out military exercises targeting SCS with the United States, Japan and Southeast Asian countries. This paper aims to study the activities and motivation of France in the South China Sea, and put the situation in SCS under the perspective of Balance of Power Theory, focusing on China, America and France. It will be argued that great powers are carefully maintaining the balance of military power in SCS, and it is highly possible that this trend would still last in the middle and long term, particularly via military deployment and strategic alliances. KEYWORDS: South China Sea, France, China, Balance of Power theory, Indo-Pacific.
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Guevara, Cesar, Freddy Rodolfo Lalaleo Analuisa, Diego Mauricio Bonilla Jurado, and Ivanna Karina Sánchez Montero. "Supra-Recycling: an Opportunity for The Generation of Environmental-Cultural Ventures." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002011.

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Entrepreneurships have established themselves in micro, small, medium and large companies or organizations that are and have always been the main source in terms of the generation and movement of capital, through which, since the beginning of humanity , people have generated resources and satisfied different needs, through their initiative, creativity and ability. Within the scope of study, the local discourse is considered as a local composition, which encompasses objects and places that are closely related to the cultural identity of a region. In this sense, one of the resources that the local discourse has is that it allows us to discover the intrinsic values of a country, region, community, neighborhood, among others, which combined with the innovation and creativity that the incorporation of the supra process demands -recycling, allows the transformation of certain solid waste and convert it into commercial products that have a certain relationship with the cultural identity of the region where the enterprise is generated. Within this combination, the field of innovation plays a preponderant role, since it must be a continuous process, supported by a methodology for the generation of knowledge, the use of opportunities, its development and protection. On this basis, the objective of this manuscript is focused on determining the influence that the local discourse has as an alternative for the undertaking of new businesses, taking advantage of the waste generated by the province of Tungurahua. Likewise, the study is of a qualitative descriptive type, in which interviews were applied to informants (expert, specialist, and key informant), collecting relevant information through the triangulation of sources that allowed to establish ideas that allowed to promote entrepreneurship in the province in based on the reuse of waste. Regarding the results, these indicate in the first instance, the feasibility of developing products where the culture of the region is rescued and represented in analysis with the use of recyclable materials, giving way to the so-called management plan of cultural products where will be able to organize the resources that contribute to the sustainability of the cultural identity of the peoples considering that the province itself within the inventory of cultural attractions registers a diversity of attractions that can be highlighted to translate a series of ideas into final products that highlight culture and tradition, in addition to the above, the opportunity to undertake business can be determined through strategic alliances, thus achieving the recognition of culture, and consumer acceptance and finally take advantage of sustainable development to undertake a series of programs that help the knowledge of recycling management and achieves r determine its classification and use considering the importance of sustainable development for the well-being of future generations and the planet in general.
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Reports on the topic "Strategic alliances (Business) – Australia"

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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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