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

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

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Published: 10 December 2022
Last updated: 28 January 2023

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

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Cavusgil, S. Tamer. "Executive Insights: International Partnering—A Systematic Framework for Collaborating with Foreign Business Partners." Journal of International Marketing 6, no. 1 (March 1998): 91–107. http://dx.doi.org/10.1177/1069031x9800600109.

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One consequence of market globalization has been the growing incidence of collaborative ventures among companies from different countries. Small and large, experienced and novice, companies increasingly are choosing partnerships as a way to compete in the global marketplace. Motives for international collaborative ventures are varied and complex, including a desire to leverage resources and assets, retain flexibility, reduce risks, gain speed, and capitalize on each partner's strengths. The systematic framework presented here can be used by managers as a practical, ten-step approach to establishing successful collaborative ventures. The article also discusses four major types of international business partnership—distributor agreements, licensing, franchising, and joint ventures, and highlights key success factors for each. A major player in express package delivery, United Parcel Service (UPS) has been actively globalizing its operations for more than 20 years. The company first entered Canada and Germany and then other markets without a strategic plan or much commitment. The approach was simply enter markets one by one, set up operations, and wait for the market to develop. When available, UPS acquired an existing delivery company in order to get established more quickly. In exploring entry into Japan, UPS encountered a significant challenge. While UPS is competent in distribution and logistic networking, it knew little about the Japanese market and quickly realized that it needed a partner with customs clearance expertise. In a market well known for nontariff trade barriers, UPS also required assistance in deciphering the complex legal, structural, and political environment. A local partner would provide specific market expertise and help UPS overcome entry barriers. Furthermore, with a legacy of losing money in overseas operations, UPS did not wish to risk much capital in Japan. For these reasons, partnering with a qualified Japanese company made most sense. Yamato of Japan emerged as a prospective partner. It was experienced, had access to distribution channels, and was well capitalized. Interestingly, when UPS began negotiations, it inquired whether Yamato would be interested in a purchase. Yamato management asked the selling price of UPS—not exactly what UPS had in mind! As it turned out, there was a good fit and sufficient rationale for the two companies to establish a strategic alliance. UPS realized that a partnership with Yamato could not be a one-way street and arranged to bring packages back to the United States for delivery from Yamato. This opened up the market in both directions for each company. Teams of employees were exchanged to learn about organization and business processes, which provided valuable experience in making each company a truly global player.
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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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Jaouen, Annabelle, and Katherine Gundolf. "Strategic alliances between microfirms." International Journal of Entrepreneurial Behavior & Research 15, no. 1 (January 30, 2009): 48–70. http://dx.doi.org/10.1108/13552550910934459.

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Terry, Francis. "Editorial: Strategic Alliances." Public Money and Management 17, no. 4 (October 1997): 3–4. http://dx.doi.org/10.1111/1467-9302.00083.

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Rosenkranz, Stephanie, and Utz Weitzel. "Strategic Positioning of Alliances." International Journal of the Economics of Business 14, no. 1 (February 2007): 135–49. http://dx.doi.org/10.1080/13571510601097199.

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Alvarez, Sharon A., R. Duane Ireland, and Jeffrey J. Reuer. "Entrepreneurship and strategic alliances." Journal of Business Venturing 21, no. 4 (July 2006): 401–4. http://dx.doi.org/10.1016/j.jbusvent.2005.03.001.

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Klein, Saul, and Jehiel Zif. "Global versus Local Strategic Alliances." Journal of Global Marketing 8, no. 1 (December 6, 1994): 51–72. http://dx.doi.org/10.1300/j042v08n01_04.

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

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Detomasi, David Antony. "Alliance capitalism, political economy, and the multinational corporation, a theoretical and empirical investigation of government-business relations in Canada, 1971-1999." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0001/NQ42941.pdf.

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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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Siqueira, Nilza Aparecida dos Santos. "Substitui????o da for??a de venda pr??pria por distribuidores : um estudo de caso." FECAP - Faculdade Escola de Com??rcio ??lvares Penteado, 2002. http://132.0.0.61:8080/tede/handle/tede/336.

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Made available in DSpace on 2015-12-03T18:33:01Z (GMT). No. of bitstreams: 1 Nilza_Aparecida_dos_Santos_Siqueira.pdf: 992313 bytes, checksum: 97a3bf8961129952babbee21e53890c2 (MD5) Previous issue date: 2002-10-07
The channels of marketing or distribution, that can be seen as an open system formed by a set of interdependent, involved companies in the process to become a product available for use or consumption, if well chose and managed they can be considered as source of competitive advantage to the companies. The present work is focused on the study of the channels of marketing as sustainable competitive strategy for the Brazilian nourishing industry. Being highlighted the results got through the change of distribution channel, with substitution of the proper force of sales for deliverers and by the formation of strategical alliances firmed between the industry and its intermediate, for the rank of the product in the retail market. The research was of exploratory nature, with bibliographical revision on channels of distribution, competitive advantage and on the basis of a study of case in a company of the nourishing branch. The conclusive data on the case study had been collected in internal reports of the organization and carried through discursive interviews with employees who had worked in the searched company, in the period whom they had occurred to the alterations in its channels of distribution. It was verified that, in the case of the searched company, the substitution of its proper sales forces for deliverers, resulted in an increase of the numerical distribution, with bigger covering of the market, considerable increase of the sales volume and making profits of the sales of the products, besides the strengthening of the mark and of the company valuation.
Os canais de marketing ou distribui????o, que podem ser vistos como um sistema aberto formado por um conjunto de empresas interdependentes, envolvidas no processo de tornar um bem dispon??vel para uso ou consumo, desde que bem escolhido e administrado podem ser considerados como fonte de vantagem competitiva ??s empresas. O presente trabalho est?? voltado ao estudo dos canais de marketing como estrat??gia competitiva sustent??vel para a ind??stria aliment??cia brasileira. Destacando-se os resultados obtidos atrav??s da mudan??a de canal de distribui????o, com substitui????o da for??a de venda pr??pria por distribuidores e da forma????o de alian??as estrat??gicas firmadas entre a ind??stria e seus intermedi??rios, para a coloca????o do produto no mercado de varejo. A pesquisa foi de natureza explorat??ria, com revis??o bibliogr??fica sobre canais de distribui????o, vantagem competitiva e com base em um estudo de caso em uma empresa do ramo aliment??cio. Os dados conclusivos sobre o estudo de caso foram coletados em relat??rios internos da organiza????o e em entrevistas discursivas realizadas com funcion??rios que trabalharam na empresa pesquisada no per??odo que ocorreram as altera????es em seus canais de distribui????o. Verificou-se que no caso da empresa pesquisada a substitui????o da sua for??a de vendas pr??pria por distribuidores resultou em aumento da distribui????o num??rica, com maior cobertura do mercado, aumento consider??vel do volume de vendas e gera????o de lucros na venda dos produtos, al??m de fortalecimento da marca e valoriza????o da empresa.
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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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Coetzee, Elsie Margaretha. "Strategic communication in alliances : perceptions of alliances partners on relationship outcomes." Diss., Pretoria : [s.n.], 2008. http://hdl.handle.net/2263/29790.

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Organisations experience increased social, political and economic pressure that is evident in the increased pressure that stakeholders place on organisations. Organisations increasingly realise that stakeholders’ values and objectives need to be incorporated into organisational strategy as well as the day-to-day management of the organisation. Organisational success and survival consequently depends on the organisation’s network of relationships, which provide the organisation with otherwise inaccessible resources and a competitive advantage. Organisational relationships offer the best solution towards illustrating the value of public relations and communication in the organisation. These relationships enable the organisation to attain its long- and short-term goals. Communication is a key influencer of the success of these relationships and communication managers are consequently better adept to manage these relationships. The relationship perspective of communication posits that public relations and communication managers should act in a boundary spanning role by balancing the interests of companies and stakeholders through effective relationship management. A shift has consequently occurred from purely communication management towards building mutually beneficial relationships between an organisation and its key stakeholders. There has also been an increased recognition of the need for strategically managed communication programs that can effectively contribute to organisational success. Strategic communication assists an organisation to adapt to its stakeholder environment by feeding into the organisation’s strategy formulation process intelligence with regards to strategic stakeholders, which, in turn, assists in building mutually beneficial relationships with these stakeholders. Communication managers’ efforts towards the effective management of organisational relationships has been hampered by the lack of current literature on organisational relationships, a lack of knowledge regarding the factors that influence these relationships, as well as the lack of a reliable and quantifiable definition of organisational relationships. Knowledge on these key areas could enable communication managers to manage these relationships effectively through strategic communication that is characterised by open and two-way communication. This study aimed to determine the connection between organisational relationships and organisational success by investigating the relationship between organisational alliances (as a specific form of organisational relationship) and goal attainment. The three-stage model of organisational relationships proposed by Grunig and Huang (2000:34) was applied to organisational alliances in order to determine this relationship, as well as to determine the influence of key constructs like type of industry, type of alliance, duration of the alliance and the size of the organisation. The reliability of using this framework, specifically the relationship outcomes proposed by the three-stage model, was investigated. The relationship outcomes (trust, commitment, relational satisfaction and control mutuality) were positively related to perceptions of goal attainment. This implies that if trust, commitment, relational satisfaction and control mutuality increases in an organisational alliance, the perceptions of goal attainment also increase within that organisational relationship. These findings suggest that effective communication contributes to perceptions of goal attainment within organisational relationships. It offers public relations and communication practitioners a means to demonstrate the contribution of this function to organisational success. High correlations between the relationship outcomes reflected current findings on these outcomes and a factor analysis indicated that only one factor was being measured – the organisational relationship itself. The study proposed an improved measurement instrument for reliably measuring organisational relationships (Cronbach Alpha = 0.93). The type of industry, type of alliance, duration of the alliance as well as the size of the organisation did not have a significant influence on the relationship outcomes or the proposed measure of organisational relationships. This implies that the current proposed measurement instrument can be applied to numerous contexts. A general linear model was applied to goal attainment (as the dependent variable) and the relationship outcomes (as the independent variables) in order to determine the specific contribution of each relationship outcome on perceptions of goal attainment. The regression analysis indicated that control mutuality was the greatest influencer of perceptions of goal attainment within alliances. A noticeably low influence of trust was also measured. These findings were obtained through the use of an e-mail survey that obtained cross-sectional data, where 154 alliances were observed (n=154). The study contributed to present literature on organisational relationships by using Grunig and Huang’s (2000:43) three-stage model to explain the relationship between perceptions of goal attainment and the relationship outcomes in alliances within the South African context. Strategic communication management provides a solution to a key organisational issue – the organisation’s interdependence with the stakeholders in its environment and how these stakeholders can better be managed in order to more effectively contribute towards organisational success. Communication managers can demonstrate their value by effectively managing key organisational relationships like alliances by integrating these relationships into organisational strategy. These successful organisational relationships also contribute towards organisational sustainability by enabling the organisation to attain its long- and short-term goals.
Dissertation (MCom)--University of Pretoria, 2008.
Communication Management
MCom
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Weinhofer, Michaela. "The Role of Trust in Strategic Alliances." Thesis, University of Kalmar, Baltic Business School, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-156.

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This thesis provides a coherent theoretical account of the role of trust in strategic alliances from varied disciplinary perspectives and by establishing some common ground among these perspectives. Approaching the integration of the literature about trust and strategic alliances from the resource based view, the transaction cost view, the dialectical perspective, and the social network perspective is aimed at creating a new systematic explanatory scheme. The unique combination of these four perspectives provides overlapping explanations for strategic alliance behaviour and serves as a methodical device for analysing the dynamics of trust relationships. This theoretical-methodical foundation will serve as tool for sorting out and highlighting different research streams regarding the two key topics. An integrative framework of the notion of trust in strategic alliances is built around the key issue “culture of trust”. The culture of trust is addressed, because one of the main findings will be that collaborative relationships require some minimum social base with trust as its constitutive element. Arguments will be provided that inter-organizational ventures characterized by high interdependence, require the trust mechanism to make leadership effective. The tension between trust and control in strategic alliances is discussed and attention is drawn to the possibilities and key abilities of leaders in establishing trust as a constitutive element in strategic alliances.

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Gustafsson, Lisa, and Therese Simberg. "Strategic Alliances : Implications for Low Cost Airlines." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-128.

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After the deregulation of the airline industry new actors entered the market and among them were the low-cost airlines. These actors are not involved in the same traditional airline alliance used by the traditional airlines to strengthen their position on the market.

Little research has been made regarding the benefits for low-cost airlines to engage in strategic alliances. The purpose of this thesis is to evaluate if low-cost airlines benefit from engaging in strategic alliances or collaborations, and identify possible alliance configurations.

To fulfill the purpose we have used a qualitative method and case studies. Interviews with respondents from two low-cost airlines as well as an airline industry field expert were used to gather information about the thesis subject.

We have concluded that the low-cost airlines in this study benefit from engaging in strategic alliances. The low-cost airlines are using vertical as well as horizontal alliances principally to gain cost-reduction or efficiency benefits. Both cases were against traditional airline alliances due to the high costs involved, and the fact that they do not share the same motives for alliances.

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

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Queen's University (Kingston, Ont.). School of Policy Studies. and Innovation Systems Research Network. (4th : 2002 : Québec (Quebec), eds. Clusters old and new: The transition to a knowledge economy in Canada's regions. Montréal, Qué: Published for the School of Policy Studies, Queen's University by McGill-Queen's University Press, 2003.

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J, Chrisman James, Holbrook J. Adam 1946-, and Chua Jess H, eds. Innovation and entrepreneurship in Western Canada: From family businesses to multinationals. Calgary, Alta: University of Calgary Press, 2002.

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

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David, Wolfe, Holbrook J. Adam 1946-, and Queen's University (Kingston, Ont.). School of Policy Studies., eds. Knowledge, clusters and regional innovation: Economic development in Canada. Montréal: Published for the School of Policy Studies, Queen's University by McGill-Queen's University Press, 2002.

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

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Hung, C. L. "Strategic Business Alliances: Canadian Motives and Objectives in Asia Pacific." In Proceedings of the 1992 Academy of Marketing Science (AMS) Annual Conference, 145–49. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-13248-8_30.

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

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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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Taylor, S. Martin. "Strategic and business planning for the VENUS and NEPTUNE Canada ocean observing systems." In OCEANS 2008. IEEE, 2008. http://dx.doi.org/10.1109/oceans.2008.5151873.

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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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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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Barbosa, Fábio C. "Shortline Freight Rail System Review: North American Experiences and Brazilian Perspectives." In 2020 Joint Rail Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/jrc2020-8034.

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Abstract Shortline industry plays a prominent role in the North American Freight Rail System (mainly United States and Canada), providing a customized freight rail service to the shippers, i.e. the first/last mile rail access for those low dense/light demand markets, outside the Class I’s business model (highly loaded corridors), as well as competition enhancers, through the connection of shippers facilities with more than one Class I railroad. The Short Line’s Rail industry role and its inherent freight rail business model have been strengthened in the years that followed the so called Staggers Act (1980), in the U.S., in which freight rail carriers have focused their efforts on the high density rail markets. Meanwhile, the Shortlines, also known as Class II and Class III freight rail companies, have lead the way in the light density branch lines, providing a customized freight rail service to those shippers located outside the boundary limits of the rail trunk corridors. The importance of Shortline for the U.S. freight rail industry is illustrated by the 603 U.S. shortlines currently operating on 76,000 km (47,500 miles), providing service for one in five (20%) cars moving each year, which accounts for 29% of freight rail production in the country. Furthermore, the recent launch of the controversial Class I Precision Schedule Railroading (PSR) concept, and its inherent asset maximization (mainly associated with disruptive service features — essentially lane and yards closures), has strengthened the strategic importance of Shortlines in the U.S. freight rail scenario, which ultimately requires an improved Class I – Shortline relationship, to guarantee/maintain a connection between shippers (farmers, manufacturers and other industries), and the customers market. Brazil, a continental country located in South America, has a sprawled and low density rail network (28,218 km – 17,636.25 mi). Besides sprawled/low density, the Brazilian rail network is not uniformly demanded, with just 40% of the network with used (demanded) capacities higher than 50%, basically associated with iron ore and agricultural commodities transport (which accounts for almost 80% of the country’s whole freight rail production), while almost 60% of the network remain with very light use (available capacity higher than 80%). This picture shows a great opportunity for the introduction of the Shortline Rail Concept in the Brazilian Freight Rail System, focused on smaller rail operators to provide a customized and accessible freight rail service for shippers located in the influence area of the rail network. To reach this target, Brazil has basically two alternative pathways: i) a structural approach, associated with a complete network restructuration (in a similar way the U.S. Class I railroads have marketed unproductive branches to short line operators) and ii) a regulatory approach, in which the current concession format would be maintained, with the imposition of rail stretches production targets to current rail concessionaires (incumbents), which ultimately could be encouraged to set operational partnerships with the so called Independent Rail Operators (IRO), to comply with those production rail targets. This work is supposed to present an overview, in a review format, of the North American Shortline Freight Rail experience, highlighting its operational regime/requirements, the business model, the tax incentives and the Shortline’s role in the class I PSR scenario. This analysis is, then, followed by an assessment of the perspectives and the inherent pathways for a Shortline Freight Rail Model implementation in Brazil.
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Reports on the topic "Strategic alliances (Business) – Canada"

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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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Cairo, Jessica, Iulia Gherman, and Paul Cook. The effects of consumer freezing of food on its use-by date. Food Standards Agency, July 2021. http://dx.doi.org/10.46756/sci.fsa.ret874.

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The current Food Standards Agency consumer guidance states that consumers can freeze pre-packed food right up to the “use-by” date and, once food has been defrosted, it should be consumed within 24 hours. This strategic review has collated relevant data to determine whether there is an increased risk in relation to freezing ready-to-eat and non-ready-to-eat foods on the use-by date compared to the day before the use-by date. The review has focused on how the shelf-life of a food is determined and the effects of freezing, thawing and refrigeration on foodborne pathogens, including Bacillus spp., Campylobacter spp., Clostridium botulinum, Clostridium perfringens, Listeria monocytogenes, Salmonella, pathogenic Escherichia coli and Shigella spp. In the UK, food business operators are responsible for setting the safe shelf-life of a food which, in practice, should take into consideration the consumer habits, as well as the factors affecting shelf-life, such as food product characteristics, food processing techniques, transport, retail and domestic food storage temperatures, and type of packaging. Some countries, such as Ireland, New Zealand and Canada specifically recommend including safety margins within shelf lives. This is used to maintain brand integrity because it ensures that the food is consumed in its optimum condition. The FSA has collaborated with other organisations in the production of several guidance documents; however, there is no explicit requirement for the consideration of a margin of safety when setting shelf-life. There is also no legal requirement in the UK to consider a safety margin when setting shelf-life. According to regulations, pathogens should not be present in sufficient levels to cause foodborne illness on the use-by date, as food should still be safe to eat on that day. Given that these requirements are met, the risk assessed in this report arises from the processes of freezing, thawing and subsequent refrigerated storage for a further 24 hours, and the potential for these to increase pathogen levels. In this review, it was found that there is a risk of additional growth of certain pathogens during the refrigerated storage period although the impact of freezing and thawing on the extent of this growth was not readily evident. This risk would relate specifically to ready-to-eat foods as cooking of non-ready-to-eat foods after defrosting would eliminate pathogens. This report explores the potential issues related to consumer freezing on the use-by date and identifies additional information or research required to understand the risks involved. Overall, there is little evidence to suggest a significant change in risk between consumers freezing ready-to-eat food on the use-by date compared to freezing the food on the day before the use-by date. Specific areas that merit further research include the risks due to low temperature survival and growth of L. monocytogenes. There is also a lack of research on the effects of freezing, defrosting and refrigeration on the growth and toxin production of non-proteolytic C. botulinum, and the growth of Salmonella during domestic freezing and thawing. Finally, more information on how food business operators set shelf-life would enable a better understanding of the process and the extent of the safety margin when determining shelf-life of ready-to-eat and non-ready-to-eat foods.
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