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.
Full textScriffignano, Anthony James. "Strategic Asymmetric Multicultural Alliances in Business." Antioch University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1278017139.
Full textSiqueira, 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.
Full textThe 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.
Kann, Glenda May. "Strategic alliances : the impact on organisational form." Thesis, Queensland University of Technology, 2000. https://eprints.qut.edu.au/36345/1/36345_Kann_2000.pdf.
Full textHorton, Veronica Clare. "Strategic alliances : an exploration of their incidence, configuration and transformation in Europe, North America and the Pacific Rim from 1985 to 1991." Connect to resource, 1992. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1267632854.
Full textMorrison, Alison J. "Small firm strategic alliances : the UK hotel industry." Thesis, University of Strathclyde, 1995. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21315.
Full textTam, Kai-man. "Building international strategic alliances through a network approach /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B20262899.
Full textCoetzee, Elsie Margaretha. "Strategic communication in alliances : perceptions of alliances partners on relationship outcomes." Diss., Pretoria : [s.n.], 2008. http://hdl.handle.net/2263/29790.
Full textDissertation (MCom)--University of Pretoria, 2008.
Communication Management
MCom
Unrestricted
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.
Full textThis 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.
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.
Full textAfter 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.
譚啓文 and Kai-man Tam. "Building international strategic alliances through a network approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31269242.
Full textFaulkner, David Oakley. "International strategic alliances : key conditions for their effective development." Thesis, University of Oxford, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.357350.
Full textPun, Ming-yu Kenji. "The development of strategic alliance of airports." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B37228882.
Full textFan, Tak-yu David. "An analysis on business networks of the vertical transportation industry in Hong Kong /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17983460.
Full textGupta, Vishal K. "Firm strategy and knowledge management in strategic supply chain relationships a knowledge-based view /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4431.
Full textThe entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on April 27, 2009) Vita. Includes bibliographical references.
Gray, David Michael Marketing Australian School of Business UNSW. "A competency based theory of business partnering : an empirical study of Australian business-to-business partnerships." Awarded by:University of New South Wales. School of Marketing, 2006. http://handle.unsw.edu.au/1959.4/23302.
Full textCostello, Graham Ian. "Knowledge management in strategic alliances : the role of information technology." Thesis, University of Oxford, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.338963.
Full textHashim, Fariza. "Knowledge acquisition in international strategic alliances among Malaysian manufacturing firms." Thesis, Aston University, 2004. http://publications.aston.ac.uk/10770/.
Full textFunk, Charles Albert. "Conflict handling profiles and performance in dyadic alliances." Pullman, Wash. : Washington State University, 2009. http://www.dissertations.wsu.edu/Dissertations/Spring2009/c_funk_042109.pdf.
Full textMeese, Mikaela. "Strategic Alliances in German Banking : MBA-thesis in marketing." Thesis, University of Gävle, Department of Business Administration and Economics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-3213.
Full textThe core purpose of this study is to follow the development of strategic alliances within the banking sector. The objective is to get an idea of the use of strategic alliances in German banking and, furthermore, to understand what kind of alliances are entered and why. This will be achieved by analyzing and evaluating different German banks. The aim is to follow the tendency of banks to co-operate with other banks and competitors as well as intersectoral partners.
Cappuyns, Kristin. "Essasys on family business: internationalization through strategic alliances and social responsibility." Doctoral thesis, Universitat Autònoma de Barcelona, 2011. http://hdl.handle.net/10803/401104.
Full textThe unique strength of presenting the following three publications as one is twofold: it reveals fascinating features of the Spanish family business (FBs), and represents different stages in the natural evolvement of research strategies that have clearly marked this field. The first study illustrates that, contrary to a general perception, cultural distances are not the real factors that slow down the process, nor are the intrinsic characteristics of this type of businesses, as suggested by extensive literature. Hence the main contribution of this study lies in the fact that instead it is the owner-manager’s personal commitment to the continuity of the business which will be determinant when undertaking strategic alliances with partners in emerging markets. Moreover, leaders must be convinced to follow these practices and the owning family committed to support the sacrifices, where needed to guarantee long-term growth. The second article presented, analyses the results from a study that has been developed in the geographic area of Gipuzkoa, where Small and Medium sized Enterprises (SMEs), the majority being family-owned, constitute the core of the local economy. Therefore, our sample consisted of a total of 402 SMEs, with 68% being family businesses and 32% non-family businesses. The business literature insinuates that SMEs and especially the family businesses among them, by virtue of their minor complexity and the fundamental role of the owner-manger, often implement social responsible practices, driven mostly by personal intuition. This happens because they are usually not very familiar with the content of what precisely constitutes corporate social responsibility (henceforth SR) among SMEs. Primarily, we have designed a SR model for our specific group of interest, Family-owned Small and Medium sized Enterprises of Gipuzkoa (hereafter Guipuzkoan SMFEs), by tracing the existing literature on SR. Through this model we then evaluated to what extent these businesses, gifted with a particular set of intrinsic characteristics, presented a special sensibility for SR. And in the last part, we propose how SR should be developed in order to generate value for the firm and to help SMEs to engage more effectively in SR and to generate incentives for the stable, coherent and long-term development of this kind of activity. A third article, complementary to the two articles that form this thesis, identifies some of the main differences between family businesses (FBS) and non-family businesses (NFBs), so far as in its financial policies. In a sample of 305 Spanish companies, of which 204 were non-family businesses and 101 family businesses, we studied a group of indicators, such as age of business, revenue, employees, capital, internationalization and ratios. In general, family businesses tend to be older, lower revenue, less employees with permanent contracts, less capital and fewer shareholders, though a high proportion (rate) of shareholders belong to the Board of Directors. But after having interpreted this set of indicators, we concluded that the personal preferences of the responsible family firms with regard to risk, growth and ownership-control may be forces that explain the peculiar financial logic family businesses.
Scholtz, Johan F. "Developing a practical approach to identify, select, design and manage strategic alliances." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52760.
Full textENGLISH ABSTRACT: This Study Project attempted to understand and analyse the key elements of strategic alliances in order to develop a practical model and structured approach for business to successfully justify, identify, assess, select, implement and manage alliances that will create maximum value for all parties involved and enhance the likelihood of alliance success. The objective was to obtain an end-ta-end and integrated picture of how to successfully apply strategic alliance as a business tool in today's dynamic and challenging business environment. The study showed that companies of today are facing an overwhelming number of external and internal challenges and pressures. These challenges are putting increased pressure on companies' resources, skills, management and other capabilities to develop new strengths and deliver products and services quicker and at a lower cost. Traditional methods of addressing these challenges, such as internal resource development or acquisition of a business that possesses the required capabilities, are proving to be inadequate and often force companies to sacrifice essential elements such as: speed to market, organisational agility and control. Strategic alliances offer an alternative. Strategic alliances can offer significant advantages for companies who are lacking in particular competencies or resources by securing these through links with partners who possess complementary skills or assets and may also offer easier access to new markets and opportunities for mutual synergy and learning. Alliances will avoid the permanency of strategies such as mergers and acquisitions and enable two-directional exchange of resources and competencies as apposed to the pure financial nature of outsourcing. The first step in the alliance process is the formulation of the alliance strategy. The alliance strategy will dictate which partner and alliance form is most appropriate, what the company expects to get out of the alliance and how risks will be managed. The alliance strategy is a building block or extension of the corporate strategy and must be aligned with the mission, goals and objectives that were set by the strategic process. The formulation of the alliance strategy must be based on an analysis of the external market circumstances and the company's internal resources and competitive capabilities. By defining an alliance strategy the company ensures that all alliances-related activities are consistent and structured. Once the strategic alliance strategy, objectives and format has been determined the company can start to identify and select a partner that has got the ability and competency that is required by the alliance and at the same time has got a similar need to be involved in the alliance. Partner selection requires a structured process to ensure that the alliance strategy and selected form is translated into and represented by key business attributes or areas that are affected by the alliance. The organisation must be clear about what its strategic objectives are and what the partner profile is it is looking for. These objectives are linked to criteria or requirements that the potential partner must comply to, in order to meet the alliance objectives. The partners are now ready to determine how each organisation will engage with the other to reach common objectives of the alliance. This is achieved through a process of negotiation and work definition. The negotiation is 'non zero-sum based' which means that one company's gain is not at the loss of the other company. The alliance business plan is developed during this stage and acts as the blueprint of the future alliance operations. During this stage it is crucial that the leadership of the two companies is actively involved and visible in the process. Managing strategic alliances introduces a complex combination of new management challenges that often need to be coordinated and addressed. It is the alliance management's responsibility to establish a relationship of trust between the companies, address cultural issues and ensure that there is a continuous process of two-way learning. These solutions and the original alliance agreement will however be temporary because the alliance is founded upon relationships that have a dynamic of their own and are subject to the influence of external changes bearing on the alliance, which requires that the alliance needs to transform and adapt to these changes on a regular basis. Strategic alliances are certainly not a new concept in South Africa. But the adoption rate of strategic alliances seem to be slow compared to world standards and opportunities for both local and international alliances have not been capitalised on. Alliances can enable South African companies to remove unnecessary duplication between companies, access international skills and technology, build on synergies and reach global markets in a cost effective and swift way.
AFRIKAANSE OPSOMMING:Die doel van hierdie Studie Projek was om die sleutelkomponente van strategiese alliansies te ontleed en te verstaan om sodoende 'n praktiese model en gestruktureerde benadering vir besigheid te ontwikkel om alliansies suksesvol te kan regverdig, identifiseer, analiseer, selekteer, implementeer en bestuur om maksimum waarde vir alle partye betrokke te skep asook die alliansie se waarskynlikheid van sukses te verhoog. Die doelwit was om 'n geintegreerde end-tot-end beeld te verkry van hoe om strategiese alliansies suksesvol aan te wend as 'n besigheidsgereedskapstuk in vandag se dinamiese en uitdagende besigheidsomgewing. Die studie het gewys dat besighede van vandag 'n oorweldigende aantal eksterne en interne uitdagings en druk moet verwerk. Hierdie uitdagings sit toenemende druk op maatskappy hulpbronne, vaardighede, bestuur en ander bevoegdhede om nuwe sterkpunte te ontwikkel en produkte en dienste vinniger en teen laer koste te verskaf. Tradisionele metodes hoe om hierdie uitdagings te adresseer soos interne hulpbronontwikkeling of aanskaffing van 'n besigheid wat die nodige bevoegdheid besit, is bewys om onvoldoende te wees en forseer maatskappye gereeld om essensiële elemente soos: tyd na die mark, organisasie buigbaarheid en beheer op te offer. Strategiese alliansies bied 'n alternatief aan. Strategiese alliansies kan maatskappye wat 'n tekort het aan spesifieke vaardighede of hulpbronne, betekenisvolle voordele bied deur middel van 'n skakel met 'n vennoot wat oor komplementerende vaardigehede en hulpbronne beskik asook makliker toegang gee tot nuwe markte en geleenthede gebasseer op sinergië en kennis uitruil. Alliansies sal die permanentheid van strategië soos samesmeltings en aanwendings vermy en maak tweerigting uitruil van hulpronne en vaardighede moontlik teenoor the suiwer finansiële natuur van besigheid uitfaseer. Die eerste stap in die alliansie proses is die formulering van die alliansie strategie. Die alliansie strategie sal dikteer waarom een vennoot en alliansie vorm beter is as enige ander beskikbare opsie, wat die maatskappy verwag om uit die alliansie te kry en hoe risiko's bestuur sal word. Die alliansie strategie is 'n bou blok of verlenging van die korporatiwe strategie en moet belyn wees met die missie en doelwitte wat bepaal is gedurende die strategiese proses. Die formulering van die alliansie strategie moet gebasseer wees op 'n analiese van die eksterne markomstandighede en die maatskappy se interne hulpbronne en kompeternde vaardighede. Die definering van die alliansie strategie verseker dat alle alliansie-verwante aktiwiteite konsikwent en gestruktureerd gedoen word. Sodra die strategiese alliansie strategie, doelwitte en alliansie formaat bepaal is kan die maatskappy begin om 'n vennoot te identifiseer en te selekteer wat beskik oor die vermoë en vaardigehede wat benodig word deur die alliansie en terselftertyd ook 'n soortgelyke behoefte het om betrokke te raak by die alliansie. Vennootseleksie vereis 'n gestruktureerde proses om te verseker dat die alliansie strategie en geselekteerde form omgeskakel word in 'n en verteenwoordig word deur sleutel besigheidskenmerke of areas wat geaffekteer word deur die alliansie. Die besigheid moet duidelik wees oor wat die strategiese doelwitte is en wat die vennoot profiel is wat verlang word. Hierdie doelwitte word verbind aan kriteria of vereistes waaraan die voornemende vennoot moet voldoen om te verseker dat die alliansie doelwitte bereik word. Die venote is nou reg om te bepaal hoe elke organisasie met die ander sal handel om sodoende die ooreengekome doelwitte van die alliansie te bereik. Dit sal bereik word deur 'n proses van onderhandeling en werk definisie. Die onderhandelinge is nie gebasseer op wen en verloor nie, wat beteken dat een maatskappy se wins is nie die ander maatskappy se verlies nie. Die alliansie besigheidsplan word ontwikkel gedurende hierdie fase en dien as 'n uitleg vir die toekomstige alliansie funksies. Dit is krities dat die maatskappye se leiers aktief betrokke raak by die proses op hierdie tydstip. Die bestuur van strategiese alliansies stel bekend 'n komplekse kombinasie van nuwe bestuur uitdagings wat gekoordineer en geadresseer moet word. Dit is die verantwoordelikheid van die alliansie bestuur om 'n verhouding van vertroue tussen die organisasies te vestig, kulturele probleme te adresseer en te verseker dat daar 'n deurlopende proses van twee-rigting kennis uitruil is. Hierdie oplossings asook die oorspronklike alliansie ooreenkoms sal egter tydelik wees as gevolg van die feit dat die alliansie gebasseer is op verhoudinge wat dinamies is en afhanklik is van eksterme veranderinge wat 'n invloed het op die alliansie en vereis daarom dat die alliansie gedurig moet aanpas by die veranderinge. Strategiese alliansies is glad nie 'n nuwe konsep in Suid Afrika. Die aanneem tempo van strategiese alliansies in vergelyking met wêreld standaarde is egter heelwat stadiger en geleenthede vir beide plaaslike en internasionale alliansies is nog nie op gekapitaliseer nie. Alliansies stel Suid-Afrikaanse maatskappye in staat om onnodige duplikasie tussen mekaar te verwyder, toegang te kry tot internasionale vaardighede en tegnologie, te bou op sinergië en wereld markte te bereik in 'n koste effektiewe en spoedige wyse.
Lo, Chun-chung Johnny. "Creative star : the strategic alliance of major transportation operators in Hong Kong /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17983265.
Full textZhang, Zhe. "Alliance paradox an empirical study of alliance portfolio effects on customer service quality in the U.S. airline industry /." Orlando, Fla. : University of Central Florida, 2009. http://purl.fcla.edu/fcla/etd/CFE0002505.
Full textYeung, Chung-yun. "A case study of PC industry strategic alliance /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B1403864X.
Full textAdams, Claire-Louise. "Managerial decision making in agribusiness : strategic alliances as a governance choice." Thesis, McGill University, 1998. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=20552.
Full textThe aim of this thesis is to analyse these alliances and the role of trust in business-to-business relationships. This will be accomplished in two ways. First, using Shapiro et al.'s (1992) taxonomy of trust and a neo-classical framework, a theoretical model of governance choice involving strategic alliances is developed. Based on transaction theory, this model is then used to generate necessary and sufficient conditions for trust-based agreements and supports an empirical model.
The second component of this paper is an empirical model testing the above theory. Using a survey of horticultural and pork processing firms, a multinomial logit model that explains governance choice is developed. Results indicate that: (1) strategic fuzzy alliances are less common than previously thought; (2) asset and contract-based alliances continue to be the alliances of choice; (3) firm behaviour, vis-a-vis strategic alliances is consistent with neo-classical notions of the firm; and (4) risk is a major determinant of governance choice. (Abstract shortened by UMI.)
Wei, Chia-Lee 1971. "Cross-border strategic alliances in the transition of regulated telecommunications." Thesis, McGill University, 2000. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=31178.
Full textThis thesis attempts to straddle both business and legal domains, on national and international levels, to survey the evolution of the telecommunications industry and to envisage the future prospects of multinational telecom carriers with respect to the conduct of transnational alliances for international expansion. Chapter 1 describes the changes occurring in the field of telecommunications, while Chapter 2 and Chapter 3 provide an essential understanding of the motivations and the modalities of cross-border strategic alliances and propose contracting techniques for the purpose of surmounting managerial and operational challenges that may be confronted when engaging in global strategic alliances. With a focus on the telecommunications industry, Chapter 4 explores the motives of and difficulties encountered by multinational telecom carriers in using alliances to expand globally, and examines their business strategies and performing phases. Chapter 5 further questions the necessity of using cross-border strategic alliances in an increasingly international competitive environment by examining the current national and international regimes with respect to the transactions of telecom services. The Conclusion reviews significant factors that may infringe upon the use of strategic alliances as a business strategy.
Pun, Ming-yu Kenji, and 潘明宇. "The development of strategic alliance of airports." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B37228882.
Full textLee, Ka-chun, and 李家駿. "Strategic supplier alliances in the Hong Kong electronics industry." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B31245547.
Full textEkman, Sofie, and Rita Razifar. "Power Division in Strategic Alliances : How to be Successful despite Power Asymmetry." Thesis, Linköping University, Department of Management and Economics, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-2825.
Full textBackground: In resent years, the number of alliances has increased rapidly. Through collaborating with other firms, companies hope to gain certain benefits that they cannot reach on their own. However, the division of power in strategic alliances can be asymmetric, endangering the achievement of goals and objectives in the alliance for the less influential party.
Purpose: The purpose of this thesis is to identify success factors for companies with less influence and power than their collaboration partner/s in a strategic alliance.
Delimitation: This study concerns strategic alliances characterised by one party making an equity investment in the other party. The study is, furthermore, conducted from the perspective of the less influential party with relatively less power in the alliance.
Realisation: A case study was conducted based on six interviews and a questionnaire among employees at the mobile operator Swisscom Mobile. The company is involved in a strategic alliance with Vodafone and is part of the world leading Vodafone Group.
Results: The main findings of this thesis show that power asymmetry in an alliance originates from factors both on a dyadic level and on a network level and that these levels affect each other. Companies with a weaker power position must strive for counteracting the existing power asymmetry in order to secure their goals and objectives in the alliance. This study shows that this can be achieved through, for instance, partly having different goals than the partner/s, increasing the dependence of the partner/s on the own resources, absorbing information and know-how and learning from the partner/s, building trust in the relationship through personal contacts and safeguarding goals and objectives through a written contract and “economic hostage”.
Chan, Shu Wing. "A grounded theory analysis of the role of information systems in strategic alliances." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2010. https://ro.ecu.edu.au/theses/1830.
Full textMilgate, Michael, University of Western Sydney, and School of Management. "Conditions for the effective formation, management and evolution of cross-border alliances." THESIS_XXX_MAN_Milgate_M.xml, 1999. http://handle.uws.edu.au:8081/1959.7/523.
Full textMaster of Commerce (Hons)
Rees, Alan Norman. "Strategic alliance as an entrepreneurial stimulus for learning in mature stage organizations a case study of financial services organizations entering into cross industry agreement strategic alliances /." Australasian Digital Thesis Program, 2005. http://adt.lib.swin.edu.au/public/adt-VSWT20070424.180436/index.html.
Full textDissertation submitted to the Australian Graduate School of Entrepreneurship in partial fulfilment of the requirements for the degree of Doctorate of Business Administration, Swinburne University of Technology, 2005. Typescript. "August 2005". Bibliography: p. 250-266.
Chao, Chung-min Christina. "Study of the possibillity of container port alliance." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B40040070.
Full textBaer, Justin D. "Strategy and structure in interfirm alliances : the U.S. biotechnology industry, 1980-1992 /." Thesis, Connect to this title online; UW restricted, 2002. http://hdl.handle.net/1773/8855.
Full textHo, Robert Chih-Hsun. "Strategic alliances in the software and IT services industry : determinants of bargaining power and stability." Thesis, Royal Holloway, University of London, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368715.
Full textSpudis, William. "BUILDING NEW INNOVATION CAPABILITIES THROUGH KNOWLEDGE SHARING AND STRATEGIC ALLIANCES IN HEALTHCARE RESEARCH AND DEVELOPMENT." Diss., Temple University Libraries, 2018. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/513656.
Full textD.B.A.
The knowledge base of an academic medical center is elaborate and far-reaching as the sources of expertise can be found in multiple networks of learning and management within the organization. Therefore, it is incumbent for professionals within a healthcare ecosystem to utilize external collaboration. This research explored open innovation processes between different academic medical centers with biomedical and genomic research institutions and biopharmaceutical companies with the intention to develop new insights that would maximize the probability of successful collaborative academic-industry knowledge creation. Through exploratory research consisting of a literature review and semi-structured interviews of senior-level managers and top-of-field researchers, it became evident that both individuals and organizations employed critical success strategies for open innovation orchestration by fostering trust, identifying motivating factors, continuously developing collaborative knowledge sharing with top-management support and lowering barriers to collaboration through project-level processes and procedures, but not without experiencing scientist-manager tension in the process. This study provided a relatively rare series of insights into the senior-level collaboration views and issues between those scientists and managers within several major academic-industry strategic alliances.
Temple University--Theses
Lau, Kai-chi. "Integrated carriers, threat or opportunity to conventional air cargo airlines /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18835922.
Full textMcQueen, Meryl. "Language and power in nonprofit/for-profit relationships : a grounded theory of inter-sectoral collaboration /." Electronic version, 2002. http://adt.lib.uts.edu.au/public/adt-NTSM20040227.155802/index.html.
Full textLee, Pui-fong Eric. "Alliances & networks : a path to success in airport railway /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18831527.
Full textShields, Philip W. "Executive Perception of the Nature of Their Involvement in Forming and Sustaining Cross-Sector Strategic Alliances." Thesis, University of Charleston - Beckley, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10743439.
Full textWhen risks are too great for any one organization, and the opportunity cost for not trying is far greater, Strategic alliances between public and private sector organizations present collaborative opportunities to achieve success. The purpose of this mixed-methods study was to understand how executives perceive the nature of their involvement in strategic alliances between public and private sector organizations in the United States. The central research question was, “How do executive leaders perceive their involvement in forming and sustaining cross-sector strategic alliances between public organizations and private entities?” This question and its associated sub-questions were explored using a survey and executive interviews as the sources of data for in-depth phenomenological analysis to determine themes perceived critical to successful cross-sector strategic alliances. Executives in this study suggested their role was to ensure the Strategic Alignment, Mutual Benefit, effective Communication, and a clear Vision were present in their organization’s collaborative activities. Conversely, lack of establishing the aforementioned themes was perceived to be detrimental to strategic alliances. The application of this research spans from senior leaders in the public and private sectors to leadership scholars that are interested in better understanding cross-sector collaborations. Respondents asserted that executive leaders are responsible for ensuring that these themes are evaluated in the formative and sustaining phase of a strategic alliance. Additionally, executive leaders may use this research to inform their decision-making about how to avoid failure of their Cross-Sector Strategic Alliance; and for those that were successfully formed, how to affect sustainability.
Lau, Hat-lan. "Trust relations in the construction industry /." View the Table of Contents & Abstract, 2005. http://sunzi.lib.hku.hk/hkuto/record/B31457393.
Full textFahnehjelm, Alexander, and Thomander Isabel. "Strategic Alliance Formation in a Dynamic Environment : A Business Ecosystem perspective applied to Strategic Alliances in the Online Media Industry." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279537.
Full textMohamed, Fatma Ahmed. "The impact of tie strength between complementors in strategic alliances on firms' innovation and performance." Diss., Mississippi State : Mississippi State University, 2007. http://library.msstate.edu/etd/show.asp?etd=etd-02282008-142654.
Full textOwen, Karen. "Managing interorganisational relationships an in-depth study in a hospital context /." Australasian Digital Thesis Program, 2005. http://adt.lib.swin.edu.au/public/adt-VSWT20061206.115448.
Full textDissertation submitted to [the] Australian Graduate School of Entrepreneurship, Swinburne University of Technology in partial fulfilment of the requirements for the Doctor of Business Administration, 2005. Typescript. Includes bibliographical references (p. 268-300).
Colwell, Kenneth David. "The structure of alliance networks in nascent organizational fields : the case of nanotechnology /." view abstract or download file of text, 2003. http://wwwlib.umi.com/cr/uoregon/fullcit?p3095240.
Full textTypescript. Includes vita and abstract. Includes bibliographical references (leaves 146-153). Also available for download via the World Wide Web; free to University of Oregon users.
Zhai, Shengwei, and Yang Long. "Risk Control in Business Strategic Alliances of SMEs : A Case Study of SMEs in Zhejiang Province, China." Thesis, Umeå University, Umeå School of Business, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-36163.
Full textThe primary objective of this research is to determine how SMEs control the risk involved in business strategic alliances. The research question is: How should performance risk and relationship risk within the strategic alliances of SMEs be controlled? Subsequently, we applied qualitative research methods to collect data for this research; further, our research design included a case study of the SMEs in Zhejiang, China.
Zoogah, David Baniyelme. "Alliance mental models and strategic alliance team effectiveness." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1148569488.
Full textHarper, Douglas Gene. "Supplier alliances for engineered equipment in capital projects." [Raleigh, N.C.] : North Carolina State University, 2003. http://www.lib.ncsu.edu/theses/available/etd-05192003-204204/unrestricted/etd.pdf.
Full textSmith, 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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