Dissertations / Theses: '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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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.

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Faulkner, 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.

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

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

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

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

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

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

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Costello, 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.

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Hashim, Fariza. "Knowledge acquisition in international strategic alliances among Malaysian manufacturing firms." Thesis, Aston University, 2004. http://publications.aston.ac.uk/10770/.

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This thesis examines the process of knowledge acquisition by Malaysian manufacturing firms through their involvement in international strategic alliances. The strategic alliances can be with or without equity involvement. Firms involved with a foreign partner with equity involvement are joint venture firms while non-equity involvement are firms that engaged in contractual agreements. Using empirical evidence from 65 international alliances gathered through a survey conducted in high-technology manufacturing sectors, several factors that influence the process of knowledge acquisition are examined. The factors are: learning capacity, experience, goals, active involvement and accessibility to the foreign knowledge. Censored regression analysis and ordered probit analysis are used to analyse the effects of these factors on knowledge acquisition and its determinant parts, and the effects of knowledge acquisition and its determinants on the performance of the alliances. A second questionnaire gathered evidence relating to the factors, which encouraged tacit knowledge transfer between the foreign and Malaysian partners in international alliances. The key findings of the study are: knowledge acquisition in international strategic alliances is influenced by five determining factors; learning capacity, experience, articulated goals, active involvement and accessibility; new technology knowledge, product development knowledge and manufacturing process knowledge are influenced differently by the determining factors; knowledge acquisition and its determinant factors have a significant impact on the firm’s performance; cultural differences tend to moderate the effect on the firm’s performance; acquiring tacit knowledge is not only influenced by the five determinant factors but also by other factors, such as dependency, accessibility, trust, manufacturing control, learning methods and organisational systems; Malaysian firms involved in joint ventures tend to acquire more knowledge than those involved in contractual agreements, but joint ventures also exhibit higher degrees of dependency than contractual agreements; and the presence of R&D activity in the Malaysian partner encourages knowledge acquisition, but the amount of R&D expenditure has no effect on knowledge acquisition.

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Funk, 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.

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Meese, 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.

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The 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.

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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.

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La força única de presentar aquestes dues publicacions com un compendi d’articles és doble: en primer lloc serveix per mostrar trets fascinants de l’empresa familiar espanyola (FBs), i en segon lloc representa algunes de les diferents etapes en el desenvolupament natural de les principals estratègies de recerca en aquesta àrea relativament jove. El primer estudi presentat a continuació, ens dóna saber que al contrari del que ens diu la percepció general, el distanciament cultural no és un factor real que rellenteix el procés d’internacionalització, ni tampoc ho són les característiques intrínseques d’aquests tipus d’empreses, suggerides per una literatura extensa, Però en canvi, i això és a la vegada una de les principals contribucions d’aquest estudi, és el fet que el compromís del director propietari serà determinant en les aliances estratègiques amb socis en els mercats emergents. A més els líders han de convèncer al Consell Familiar per suportar els sacrificis i garantir el creixement a llarg termini quan sigui necessari. El nostre segon estudi article presentat analitza els resultats d’un estudi que s’ha desenvolupat a la província de Guipúzcoa, on los Petites i Mitjanes Empreses (PYMES) constitueixen el cor de l’economia local, sent les empreses familiars la gran majoria. La mostra estava formada per un total de 402 PYMES, en que un 68% eren empreses familiars i un 32% empreses no-familiars. propietaris-directius, sovint implementen la Responsabilitat Social Corporativa (RSC) conduïts per la intuïció personal. Això passa perquè normalment no estan familiaritzats La literatura empresarial ens insinua que les PYMES, i especialment les empreses familiars en virtut de la seva complexitat menor i amb el paper fonamental dels seus en el que constitueix precisament el RSC en les PYMES. Principalment hem dissenyat una estructura de RSC pel nostre grup específic de PYMES familiars de Guipúscoa (PYMEFS de Guipúscoa) localitzant la literatura existent en RSC. En segon lloc avaluàrem aquest nou model per saber quines empreses estaven dotades d’unes característiques intrínseques que presentaven una sensibilitat per la RSC. En l’última part proposem com la RSC pot ser desenvolupada per generar valor a la firma i ajudar a les PYMEs a implementar-la més efectivament. D’altre banda generar incentius per al desenvolupament estable, coherent d'aquesta classe d'activitat a llarg termini. Un tercer artícle, que complementa els dos que formen aquesta tesi, identifica algunes de les principals difèrencies entre les empreses familiares (FBs) i les que no ho son (NFBs), pel que far a les seves polítiques financeres. D’una mostra de 305 empreses espanyoles, 204 no familiars i 101 empreses familiars, hem estudiat un conjunt d’indicadors (edat de l’empresa, ingressos, empleats, capital, i internacionalització) i ratis. En general les empreses familiars tendeixen a ser més antigues, a tenir menors ingressos i empleats amb contractes permanents, menor capital social i menys accionistes, i una alta proporció d’accionistes entre els membrs del consell d’adminsitració. No obstant després d’interpretar el conjunt d’indicadors, hem arribat a la conclusió de què les preferències personals dels responsables de les empreses familairs pel que fa al risc, creixement i propietat-control podrien ser les forçes que expliquen la peculiar lògica financera de les empreses familiars.
The 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.

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22

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.

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Thesis (MBA)--Stellenbosch University, 2002.
ENGLISH 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.

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23

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.

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24

Zhang, 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.

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25

Yeung, 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.

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26

Adams, 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.

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This formation of new business arrangements, in the form of strategic alliances, is the topic upon which this thesis is focused. Two new types of business agreements, which have been observed, are strategic contract-based alliances and strategic fuzzy alliances. While, contract-based alliances are new, in that firms are choosing non-traditional partners, strategic fuzzy alliances are quite unique as they involve trust.
The 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.)

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27

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.

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Competing successfully in globalized markets requires a complex mix of product, price, promotion and distribution. It requires novel approaches to ownership in overseas involvement and the development of new modes of global relationships. In response to these needs, new types of alliances are emerging as corporations endeavor to meet the global challenge. At the forefront of globalization, the telecommunications industry is experiencing a high-rate of cross-border alliance formation.
This 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.

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28

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.

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29

Lee, 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.

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30

Ekman, 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.

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Background: 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”.

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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.

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Strategic alliances frequently terminate prematurely and as a result they may be seen as failures (Das et al., 1998; 2000a; 2000b). Forrest (1990) and Brown et al. (1995) suggested that IS (Information Systems) and IT (Information Technology) could reduce the prevalence of strategic alliance failures. The literature on strategic alliances is vast, and IS frequently mentioned as important but there is comparatively little research specifically focusing on the role of IS in supporting alliances. Given that it has been emphasised as an important issue and the fact that the research already conducted is fragmented across disciplines and journals, there is a need to analyse and synthesise knowledge in this area. Therefore, this research aims at fulfilling this gap by investigating the role of information systems in strategic alliances. An integration of Grounded Theory Methodology (GTM) and interpretive research methods is employed in this research study. This grounded interpretive research study has been conducted by employing peer reviewed literature on the topic. With this approach, the literature acts as the data set to be analysed. The selection of this approach has a number of advantages over gathering data through case studies and/or surveys as published articles can be international, span different types of organisations and contexts, and potentially provide a rich data set. However, this latter approach is not without its own challenges since a rigorous protocol for the selection and analysis of articles is required. The research findings suggest that information systems have played a significant and strategic role in organisational alliance development. As GTM is a research method which encourages researchers to develop new theories and models, eight significant patterns have been determined and they have been used to develop two new research tools. The two research tools are: The Alliance Framework (Figure 34) and The Alliance Analysis Model (Figure 37). The Alliance Framework classifies strategic alliances into three alliance stages; while The Alliance Analysis Model demonstrates the evolution of an alliance relationship according to each alliance stage. Both research tools provide visual representations of the current alliance relationship status, which can determine the potential strengths or weaknesses of a strategic alliance. Having applied the combined use of these two research tools, management teams of a strategic alliance can generate effective strategies in the future according to the current alliance relationship status and the alliance stages. The purpose of these two research tools is to make contributions to academic research, so that researchers can use them to analyse strategic alliances in a systematic manner. Another important research finding is the determination of four alliance facilitators. An alliance facilitator is defined as the elements that support alliance activities, which contribute to the alliance success. The four facilitators isolated in this study are: Trust, Alliance Commitment, Organisational Learning Structure and Cultural Compatibility. This resulted from the application of GTM as four significant patterns grounded up from fifteen characteristics of the twelve selected journal articles. All the alliance facilitators have been validated in reviews of the literature.

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32

Milgate, 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.

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The subject of cross-border alliances, and of cooperative strategy generally, is one that has been growing in importance over the last ten to fifteen years, both for practitioners and for academics. The literature on the subject has increased substantially during this time but, as with all subjects that come into vogue, there is currently no generally agreed body of theory, or even terminology to assist the student in researching and understanding the subject. This thesis, which is exploratory in nature, seeks to contribute to the strategic alliance field by means of research aimed at identifying significant associations between formation conditions, management approaches and evolving decision making taken in the case study alliances and the effectiveness of those alliances as deemed by significant partner members. The concluding chapters present findings from the research, attempt to bring together the overall findings, and arrive at some general conclusions, especially certain implications for management.
Master of Commerce (Hons)

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33

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.

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Thesis (DBA) -- Swinburne University of Technology, Australian Graduate School of Entrepreneurship, 2005.
Dissertation 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.

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34

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.

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35

Baer, 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.

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36

Ho, 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.

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37

Spudis, 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.

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Business Administration/Strategic Management
D.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

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38

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.

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39

McQueen, 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.

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40

Lee, 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.

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Shields, 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.

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When 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.

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Lau, Hat-lan. "Trust relations in the construction industry /." View the Table of Contents & Abstract, 2005. http://sunzi.lib.hku.hk/hkuto/record/B31457393.

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Fahnehjelm, 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.

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The online media industry has undergone changes during the last decades. Driven by technology advancements, there has been an increasing number of actors that can enhance the value of service in the media industry. The fast changing environment calls for a dynamic lens when analyzing strategic alliances forming between actors in the industry, thus this study uses a Business Ecosystem perspective to analyze how alliances should be formed to enable competitive advantage. A xase study was performed on a world leading provider of broadcast and media services to analyze how the dynamic setting affects suitable strategic alliance forms, using a partner selection framework to identify possible alliances. The results showed most potential within alliance forms of lower intergration, such as Franchise, Licensing Agreement or Arms-Lenght Market relation. Hurdels for the higher forms of integration were identified as mostly caused by requirements of low investments and implementation times in the fast moving dynamic environment. Identified future work is presented as performing a similar study where these hurdels are nonexistent to further analyze which alliance forms are applicable in a dynamic industry.

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Mohamed, 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.

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Owen, 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.

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Thesis (DBA) - Swinburne University of Technology, Australian Graduate School of Entrepreneurship, 2005.
Dissertation 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).

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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.

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Thesis (Ph. D.)--University of Oregon, 2003.
Typescript. 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.

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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.

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The 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.

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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.

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Harper, 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.

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

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The formation of alliances has become a key strategy for businesses wishing to grow. Yet the majority of these alliances fail. Most of the research into strategic alliances has focused on the benefits to the business itself, such as access to new markets, new technology or new knowledge. Surprisingly little research has examined the impact such alliances have on the customer, so we do not know if these alliances result in tangible benefits for customers that can be used to improve the outcomes of the alliance. The present study examined whether such an alliance added value to customers or improved their relationship with a service provider. The study found customers differentiated between

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

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