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

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Published: 10 December 2022
Last updated: 28 January 2023

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1

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

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One consequence of market globalization has been the growing incidence of collaborative ventures among companies from different countries. Small and large, experienced and novice, companies increasingly are choosing partnerships as a way to compete in the global marketplace. Motives for international collaborative ventures are varied and complex, including a desire to leverage resources and assets, retain flexibility, reduce risks, gain speed, and capitalize on each partner's strengths. The systematic framework presented here can be used by managers as a practical, ten-step approach to establishing successful collaborative ventures. The article also discusses four major types of international business partnership—distributor agreements, licensing, franchising, and joint ventures, and highlights key success factors for each. A major player in express package delivery, United Parcel Service (UPS) has been actively globalizing its operations for more than 20 years. The company first entered Canada and Germany and then other markets without a strategic plan or much commitment. The approach was simply enter markets one by one, set up operations, and wait for the market to develop. When available, UPS acquired an existing delivery company in order to get established more quickly. In exploring entry into Japan, UPS encountered a significant challenge. While UPS is competent in distribution and logistic networking, it knew little about the Japanese market and quickly realized that it needed a partner with customs clearance expertise. In a market well known for nontariff trade barriers, UPS also required assistance in deciphering the complex legal, structural, and political environment. A local partner would provide specific market expertise and help UPS overcome entry barriers. Furthermore, with a legacy of losing money in overseas operations, UPS did not wish to risk much capital in Japan. For these reasons, partnering with a qualified Japanese company made most sense. Yamato of Japan emerged as a prospective partner. It was experienced, had access to distribution channels, and was well capitalized. Interestingly, when UPS began negotiations, it inquired whether Yamato would be interested in a purchase. Yamato management asked the selling price of UPS—not exactly what UPS had in mind! As it turned out, there was a good fit and sufficient rationale for the two companies to establish a strategic alliance. UPS realized that a partnership with Yamato could not be a one-way street and arranged to bring packages back to the United States for delivery from Yamato. This opened up the market in both directions for each company. Teams of employees were exchanged to learn about organization and business processes, which provided valuable experience in making each company a truly global player.
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2

Ajami, Riad A., and Dara Khambata. "Global Strategic Alliances:." Journal of Global Marketing 5, no. 1-2 (November 22, 1991): 55–69. http://dx.doi.org/10.1300/j042v05n01_05.

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3

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

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4

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

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5

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

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6

Jaouen, Annabelle, and Katherine Gundolf. "Strategic alliances between microfirms." International Journal of Entrepreneurial Behavior & Research 15, no. 1 (January 30, 2009): 48–70. http://dx.doi.org/10.1108/13552550910934459.

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7

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

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8

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

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9

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

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10

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

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11

Xue, Rui, Gongming Qian, Zhengming Qian, and Lee Li. "Environmental turmoil and firms’ core structure dynamism: the moderating role of strategic alliances." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1619–38. http://dx.doi.org/10.1108/jbim-11-2018-0330.

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Purpose Much of the extant evidence in the marketing literature posits that firms use strategic alliances to share resources, costs and risks as paths to performance improvements. Drawing from the organizational ecology theory, this study aims to propose a different rationale, namely, that strategic alliances protect a firm’s core structure – its stated goals, authority structure, core technologies and marketing strategies – by mitigating the need for hazardous changes in hostile environments. Design/methodology/approach This study collected quantitative data using market survey and analyzed the data with the regression method. Findings Using Chinese firms in three technology industries as the research setting, this research finds a positive and significant relationship between environmental hostility and core structure dynamism. Although strategic alliances themselves have no direct bearing on core structure dynamism, they are found to moderate this relationship negatively, that is, strategic alliances attenuate the relationship between environmental hostility and structural changes. Research limitations/implications This paper argues that strategic alliances have significant moderating effects on firm performance, that is, firms use strategic alliances to outsource competence to partners and, thus, avoid internal turmoil. However, the moderating effect alone cannot explain the complexity of strategic alliances. There could exist other effects that remain unknown. In addition, individual-level factors could have significant impacts on strategic alliance management. Future studies should look into these issues to advance the authors’ knowledge on strategic alliances. Practical implications The findings of this study show that managers should outsource competence to partners when they experience turmoil in markets. Adapting to market turmoil internally could lead to market failure. Originality/value This study provides a new rationale for strategic alliances, that is, firms use strategic alliances to reduce market uncertainty. This rationale has not been reported in the existing literature.
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12

Dodourova, Mariana. "Alliances as strategic tools." Management Decision 47, no. 5 (May 22, 2009): 831–44. http://dx.doi.org/10.1108/00251740910960150.

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13

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

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In the current scenario of globalization of business, strategic alliance is emerging as a powerful management tool in business management. Though alliances are as old as the industrialization during the 15th and 16th centuries, they are being refocused in the 20th century. But, strategic alliance is not an unmixed blessing as more number of alliances have turned out to be failures. In this article, Dhawal Mehta and Sunil Samanta discuss the nature and significance of strategic alliance by citing a few recent cases of strategic alliances in the Indian industry, argue out why strategic alliance should be resorted to, and list out do's and dont's to enable Indian companies to successfully catapult themselves to the mainstream of global business.
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14

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

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The article presents analysis of the definition of strategic alliances, the analysis of alliance and the research of a strategic alliance concept; furthermore, it focuses on the contingent hierarchy of alliances. The motives of strategic alliances formation, their categories, groups and benefit for business have been revealed in this article. Special attention is paid to the process of strategic alliance formation and the analysis of factors that influence the formation of strategic alliances and management success. Finally, the types of strategic alliances analyzed in the scientific literature are reflected and the theoretical insights of alliance formation, acquired through systemic analysis, are also presented in this study.
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15

Zhao, Fang. "A holistic and integrated approach to theorizing strategic alliances of small and medium-sized enterprises." Business Process Management Journal 20, no. 6 (October 28, 2014): 887–905. http://dx.doi.org/10.1108/bpmj-01-2013-0004.

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Purpose – The purpose of this paper is to seek to deliver a new and holistic insight on small- and medium-sized enterprise (SME) strategic alliances in terms of the precursor, motivations, selection, governance structure, outcomes and challenges of strategic alliances of SMEs and the relationships between them. Design/methodology/approach – To better understand the entire process of SME strategic alliances, the author takes a novel approach which is based on a combined perspective of entrepreneurship and innovation, resource-based theory, and social network theory. Findings – The author develops a theoretical model which seeks to conceptualize the antecedents, process, and outcomes of strategic alliances of SMEs and the relationships between them. Research limitations/implications – The conceptual framework provides the directions for future empirical testing and further theoretical research. Practical implications – This study may help managers better understand the importance of an integrated approach to entrepreneurship and innovation, and the process and outcomes of enhancing their entrepreneurship and innovation capacities through strategic alliances. Originality/value – To the author's knowledge, this study is the first of its kind that takes a holistic and integrated approach to study SME strategic alliances.
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16

Morrison, Michael, and Larissa Mezentseff. "Learning alliances ‐ a new dimension of strategic alliances." Management Decision 35, no. 5 (June 1997): 351–57. http://dx.doi.org/10.1108/00251749710173715.

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17

Lo, Fang-Yi, Anastasia Stepicheva, and Tzu-Ju Ann Peng. "Relational capital, strategic alliances and learning." Chinese Management Studies 10, no. 1 (April 4, 2016): 155–83. http://dx.doi.org/10.1108/cms-04-2015-0090.

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Purpose The purpose of this paper is to portray and analyze the importance of learning and knowledge transfer in strategic alliances created in the context of emerging markets, Russia and Taiwan in particular, and to identify the influence of relational capital factors on the effectives of learning in strategic alliances. Strategic alliances are one of the main tools companies resort to learn, acquire and develop new knowledge and skills. Design/methodology/approach This research is conducted by case study with four international strategic alliances between Taiwanese and Russian companies. Findings The results showed that the main driver determining the propensity of the companies located in the emerging markets to establish strategic alliances is learning intent. More specifically, the companies are willing to acquire partner’s managerial, marketing and production knowledge and skills. Relational capital created between partners, and presented through the existence of trust, communication and openness proved to have a determinant influence on the effectiveness and quality of learning process in the strategic alliances, especially in the context of the emerging markets. However, there is an inverted-U relationship between the learning potential of an alliance and the strength of relational involvement of the alliance partners, who utilize the certain means to prevent the negative effects of over-embeddedness. Originality/value The major contributions that were made by the study are the following: the authors made an attempt to synthesize different approaches and investigate what are the primary factors affecting strategic alliances formation and operation in the emerging markets context. The authors extended the previous research by reviewing, not only the impact of the relational capital on the process of learning among the partners in the strategic alliances but also by analyzing the forces influencing the strength of these ties. The authors further investigated whether the continuous strengthening of the relational ties is necessary and always beneficial for the companies.
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18

da Rocha, Angela, and Rebecca Arkader. "Horizontal Strategic Alliances and Company Behavior." Latin American Business Review 1, no. 1 (June 12, 1998): 3–22. http://dx.doi.org/10.1300/j140v01n01_02.

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19

Strašek, Aleksander, Franci Pušavec, and Borut Likar. "Open innovation and business performance improvement in strategic business alliances." Management 25, no. 1 (June 29, 2020): 133–44. http://dx.doi.org/10.30924/mjcmi.25.1.8.

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The purpose of the research was to investigate whether the companies involved in strategic business alliances (henceforth referred to as the SBA) have a higher level of open innovation and better business results in the metal industry in the EU country, namely Slovenia. The survey was carried out in 115 companies, where the aforementioned relations and their influence were studied applying appropriate statistical methods (e.g. the Mann-Whitney Test, Chi-Square statistics, t-test, etc.). The sample encompassed four clusters and R&D centres from metal-processing industry. The results showed that SBA have a significantly strong impact on companies’ open innovation as well as more efficient cooperation with universities and research institutions. Among the companies involved in SBA, the portion of innovations generated in cooperation with their business partners accounted for 57.7%, while those, not involved in SBA, the same indicator amounts to 19%. In addition, the results showed that the majority of business results, in companies involved in SBA, were above average, compared to the industry sector average values. The value added per employee within companies involved in the SBA was significantly higher than the industry average, as well as the profits; difference was more than threefold. It may be concluded that SBA represent an important bridge in the transformation from a closed innovation model to a model of open innovation, resulting in better business performance. Important implication for companies is related to the message that cooperation with competitors may bring value added to all companies involved.
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20

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

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Purpose – Strategic alliances have a low success rate despite the profusion of literature on this topic in the last 20 years. To understand the factors that determine performance of partnership relations, the purpose of this paper is to study the roles of control and the strength of interorganizational ties in businesses ability to manage strategic alliances. Design/methodology/approach – The authors have examined 10,377 partnership relations formed as part of strategic alliances to analyze the capacity of a business to manage its alliances. The authors built a structural equations model (PLS) based on observation of 4,242 alliances. Findings – This research identifies two determinants of the success of alliance management. First, the impact of weak ties and strong ties is identical when the business does not control the alliance. Second, weak ties are a more effective means than strong ties when a business controls the alliance. Originality/value – The main contribution of this study thus lies in our analysis of interorganizational relations and of their tangible impact on strategic trade-offs. The field of public procurement is particularly well-suited to evaluating this phenomenon, given the subtlety of alliances at play.
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21

Gayle, Philip G., and Xin Xie. "ENTRY DETERRENCE AND STRATEGIC ALLIANCES." Economic Inquiry 56, no. 3 (February 16, 2018): 1898–924. http://dx.doi.org/10.1111/ecin.12559.

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22

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

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This paper applies the principles of transaction cost economics to the strategic management of firms’ external alliances. External alliances span a spectrum from simple transactional relationships to outright control. Each of these alliance types requires a different degree of monetary and managerial investment. The paper shows that the optimal form of alliance aligns the governance capabilities of firm management with the attributes of the alliance relationship. We regard its approach as particularly relevant for cross-border alliances, especially when the legal and regulatory systems differ between the two countries
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23

Li, Lee, and Gongming Qian. "Strategic alliances in technology industries: a different rationale." Journal of Business Strategy 39, no. 2 (April 16, 2018): 3–11. http://dx.doi.org/10.1108/jbs-01-2017-0005.

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Purpose The purpose of this paper is to investigate the strategic intentions of strategic alliances in technology industries. Design/methodology/approach This paper mainly uses case studies as its methodology. Findings This paper depicts how the possibilities of firms sharing resources, costs and risks decrease when industry changes grow frequently and unpredictably. More importantly, this study suggests that in technology industries, firms use strategic alliances to keep their existing marketing strategies intact. Research limitations/implications For future studies, the authors will develop and test hypotheses based on the arguments of this paper. Practical implications Findings of this paper contradict business executives’ common sense but have important implications for them to manage their strategic alliances. Originality/value Findings of this paper contradict the traditional belief of strategic alliances and thus advance the knowledge on strategic alliances.
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24

Sengupta, Sanjit, and Monica Perry. "Some Antecedents of Global Strategic Alliance Formation." Journal of International Marketing 5, no. 1 (March 1997): 31–50. http://dx.doi.org/10.1177/1069031x9700500104.

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This article investigates equity joint ventures and contracts as alternative cooperative alliance forms in global, high-technology industries. An analysis of 476 strategic alliances finds that equity joint ventures are preferred to contracts when cultural differences between partner firms are greater, and when alliances involve upstream rather than downstream value chain activities. Contrarily, the data show that contracts are preferred to equity joint ventures in cross-industry alliances, and when the technological intensity of the industry sector of cooperation is higher. While the study reinforces earlier findings on cultural similarity, R&D alliances, and technological intensity, the results on industry origin are a unique contribution to the literature. Possible explanations for these results and their implications for research and managerial practice are discussed.
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25

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

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The activities of business alliances in the EU are being transformed by the aid of the policy implementation of industrial alliances development, which provides for a wide network formation of stakeholders in reducing the dependence of member states on raw materials of third countries. The purpose of the academic paper lies in assessing empirically the business alliances effectiveness in the EU based on the case studies analysis on creating strategic alliances. Methodology. The case method has been used in the course of the research in order to analyse the activities and effects of business alliances within the established network for cooperation of the European Raw Materials Alliance (ERMA). The results demonstrate the uncertainty in the strategic business alliances effectiveness in the EU; it is difficult to assess the potential quantitative effect from the company’s resources synergy – alliance members in the short-term prospects. Despite the well-established principles, the choice of the alliance management form as joint venture, the company’s market value has decreased. The advantages of the business alliance include the supply chain diversification of of raw materials from Third World countries to EU countries for industrial production. The theoretical and practical research value lies in supplementing the transaction costs theory and the theory of resources, explaining the business alliances creation. In practice, companies - members of business alliances combine the features of both theories in order to take into accounts both costs and synergies from resource integration.
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26

Musa, Soebowo. "Strategic Alliances, Innovation Capability, Cost Reduction, Customer Loyalty and Competitive Advantage in B2B Alliances." European Conference on Innovation and Entrepreneurship 17, no. 1 (September 7, 2022): 361–69. http://dx.doi.org/10.34190/ecie.17.1.466.

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Disruptive business environment such as the Covid-19 pandemic and the recent high volatility in commodity prices has changed the way businesses were conducted. The heavy equipment industry is one of many industries affected by such an environment, especially those who are related to the mining industry where the volatility of the commodity prices has a significant impact on their business performance. Alliances are commonly formed by heavy equipment distributors and their customers to create a mutual benefit to sustain their performance. Strategic alliances have attracted substantial attention from industry as well as academia as a way to stay competitive. They mostly focus on the partner-to-partner alliances in serving their customers. Consumer behaviour has changed due to changes in the environment that make firms' strategic focus more on human-centric business approaches. This study looks at the roles of the partner-to-customer alliances, innovation capability, and cost reduction toward customer loyalty and competitive advantage. Data was collected from 335 respondents from the firms that have entered into alliances. This study finds strategic alliances have the highest association with cost reduction, followed by their association with innovation capability. They enhance customer loyalty through innovation capability. Cost reduction is not a lever to develop customer loyalty in the partner-to-customer relationship. The study also confirms that operational efficiencies are necessarily the source of competitive advantage, but strategic alliances are.
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27

Terpstra, Vern, and Bernard L. Simonin. "Strategic Alliances in the Triad: An Exploratory Study." Journal of International Marketing 1, no. 1 (March 1993): 4–25. http://dx.doi.org/10.1177/1069031x9300100102.

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The Triad nations—Japan, North America, and Western Europe— have emerged in recent decades. To cope with the growing international competition between these areas, firms based in these countries have formed strategic alliances, frequently with partners from another member of the Triad. This article examines these alliances to determine the patterns, similarities, and differences between alliances formed in different parts of the Triad.
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28

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

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Current m-commerce business models show that m-commerce depends on complex networks of business relationships, which often comprise telecommunications service providers, mobile device makers, banking industry, Internet search engine providers, and various third-party value-adding companies. Due to the nature of m-commerce, the key to success in m-commerce lies predominantly in managing a network of alliances. This paper answers research questions, such as why do companies team up for m-commerce? What are the key challenges facing the alliances? How can companies address the challenges? What does the future hold for the study of strategic alliances including m-commerce alliances? This paper extends strategic alliance theories to the study of m-commerce alliances that are formulated in various cultural and national backgrounds. The authors examine both strategic and operational strategies for m-commerce alliances and discuss a wide range of issues in the formulation and implementation of m-commerce alliance strategy.
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29

Lapygin, Yu N., and M. A. Rozenkov. "Mental Maps of Strategic Alliances." Administrative Consulting, no. 6 (August 8, 2022): 79–87. http://dx.doi.org/10.22394/1726-1139-2022-6-79-87.

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The relevance of the tasks of building partnerships between organizations participating in the value chain, on the one hand, is determined by the desire to reduce transaction costs, and on the other hand, by the need to gain competitive advantages in the market of goods and services. The strategic intentions of interacting organizations are coordinated when formingalliances through agreements on mutual obligations. Such forms of association of organizations as meta-organizations, clusters and business ecosystems have their advantages and disadvantages. The purpose of this study is to determine the main content of these forms of association of participants in joint activities, which opens up the possibility of identifying distinctive features for adjusting the definitions of each of the forms. Among the research methods, models for constructing mental maps, the method of paired comparisons and the formation of blocks of characteristics, logical analysis and synthesis of information within the subject area of research were used. This paper defines the main content of these forms of association of organizations, as well as their advantages and disadvantages as initial categories. As a result, new definitions of these categories are given, as well as their interrelations, general and special characteristics.
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30

Inkpen, Andrew C., and Eric W. K. Tsang. "10 Learning and Strategic Alliances." Academy of Management Annals 1, no. 1 (December 2007): 479–511. http://dx.doi.org/10.5465/078559815.

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31

Inkpen, Andrew C., and Eric W. K. Tsang. "10 Learning and Strategic Alliances." Academy of Management Annals 1, no. 1 (December 2007): 479–511. http://dx.doi.org/10.1080/078559815.

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32

Das, T. K., and Rajesh Kumar. "Interpartner sensemaking in strategic alliances." Management Decision 48, no. 1 (February 9, 2010): 17–36. http://dx.doi.org/10.1108/00251741011014436.

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33

Gong, Baiyun, Xin He, and Huei‐Min Hsu. "Guanxi and trust in strategic alliances." Journal of Management History 19, no. 3 (June 21, 2013): 362–76. http://dx.doi.org/10.1108/jmh-08-2012-0054.

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PurposeThe purpose of this paper is to distinguish different types of guanxi from a historic perspective and to investigate the effects of different types of guanxi on trust between alliance partners through an empirical study.Design/methodology/approachThe paper first reviews the role of guanxi in Chinese history and identifies two types of guanxi. Next, it reports an empirical study that tests the effects of these two types of guanxi on interorganizational trust through a survey among automobile parts suppliers in China.FindingsFirst, this paper identifies two types of guanxi: role‐based hierarchical guanxi endorsed by Confucianism and soil‐rooted egocentric guanxi derived from daily practices of Chinese people. The ever changing social environment in Chinese history supports a spiral development model of guanxi evolution. Each of the two types of guanxi takes a dominant position in different periods of time. Second, a subsequent empirical study demonstrates that, in today's Chinese business environment, role‐based guanxi makes a more significant impact on interorganizational trust than soil‐rooted guanxi. Moreover, these two types of guanxi produce a positive synergistic effect and facilitate each other in boosting interorganizational trust.Originality/valueThis is the first paper that identifies and empirically tests the effects of role‐based hierarchical guanxi and soil‐rooted egocentric guanxi. More broadly, the paper highlights the importance of studying guanxi from a historic perspective. It demonstrates how a historical analysis may further the understanding of guanxi and its effect on interorganizational trust in today's business context.
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de Lyra, Renato Rodrigues, and Teresia Diana Lewe van Aduard de Macedo Soares. "Strategic alliance governance forms." Corporate Ownership and Control 8, no. 4 (2011): 334–44. http://dx.doi.org/10.22495/cocv8i4c3art2.

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This article presents the results of bibliographical research with a view to identifying the principal factors that should be considered by firms when choosing the most appropriate governance form for a new strategic alliance. It contributes to the body of knowledge regarding factors that influence the choice of governance form in strategic alliances, by seeking to incorporate concepts and proposals available in the internationalization and corporate governance literature to the alliance governance field. It thus also intends to provide guidance on recommended governance forms and practices for executives of firms that operate in strategic alliances at domestic and international levels.
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Ferreira, António, and Mário Franco. "The influence of strategic alliances on human capital development." EuroMed Journal of Business 15, no. 1 (December 9, 2019): 65–85. http://dx.doi.org/10.1108/emjb-04-2019-0052.

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Purpose The purpose of this paper is to analyse the influence of strategic alliances (knowledge/learning, efficiency and market motives) on the development of human capital. Design/methodology/approach To do so, a quantitative study was chosen, with data on technology-based small and medium-sized enterprises (SMEs) in Portugal, leading to 257 valid answers. Findings The results obtained from a structural equation model show that motives for strategic alliances (knowledge/learning, efficiency and market) have a strong influence on the human capital of the SMEs analysed. Practical implications These outcomes reveal that strategic alliances are a way for SMEs to overcome resource constraints in terms of human capital, representing an important implication for business practice. As strategic alliances influence human capital, the relations SMEs establish with other firms are increasingly important for their sustainability and development. Acting in isolation in the market can reduce this type of firm’s chances of survival. Originality/value Despite some studies relating the formation of strategic alliances and human capital, there is a gap regarding the relationship between the role of strategic alliances and human capital in the technology-based sector. Therefore, this research represents a contribution and innovation in academic terms in this area.
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36

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

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With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that behavioural characteristics play a more significant role in explaining overall alliance performance compared to organisational characteristics. High levels of commitment, trust, coordination, interdependence and communication are found to be good predictors of international strategic alliance success. Conflict, meanwhile, is found to hamper good performance. By contrast organisational characteristics such as structure and control mechanisms are found not to strongly influence the success of international strategic alliances.
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37

Jemala, Marek. "Strategic Business Alliances: Qualitative Analysis of Specific Factors of Business Clusters." Acta Oeconomica Pragensia 17, no. 4 (August 1, 2009): 19–33. http://dx.doi.org/10.18267/j.aop.276.

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38

Woodley, James A. "Re-Visiting Control in International Strategic Alliances." Journal of Asia-Pacific Business 7, no. 1 (May 23, 2006): 81–97. http://dx.doi.org/10.1300/j098v07n01_05.

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39

Zineldin, Mosad, and Mariana Dodourova. "Motivation, achievements and failure of strategic alliances." European Business Review 17, no. 5 (October 2005): 460–70. http://dx.doi.org/10.1108/09555340510620357.

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40

Fearne, Andrew. "Strategic Alliances in the European Food Industry." European Business Review 94, no. 4 (October 1994): 30–36. http://dx.doi.org/10.1108/09555349410063808.

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41

Hertz, Susanne. "The Dynamics of International Strategic Alliances." International Studies of Management & Organization 26, no. 2 (June 1996): 104–30. http://dx.doi.org/10.1080/00208825.1996.11656683.

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42

Thorne, E. Ann, and Gill Wright. "Developing strategic alliances in management learning." Journal of European Industrial Training 29, no. 5 (June 2005): 383–404. http://dx.doi.org/10.1108/03090590510603423.

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43

Reuer, Jeffrey J., Maurizio Zollo, and Harbir Singh. "Post-formation dynamics in strategic alliances." Strategic Management Journal 23, no. 2 (2002): 135–51. http://dx.doi.org/10.1002/smj.214.

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44

Mowery, David C., Joanne E. Oxley, and Brian S. Silverman. "Strategic alliances and interfirm knowledge transfer." Strategic Management Journal 17, S2 (December 1996): 77–91. http://dx.doi.org/10.1002/smj.4250171108.

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45

Vapola, Terhi Johanna, Markus Paukku, and Mika Gabrielsson. "Portfolio management of strategic alliances: An international business perspective." International Business Review 19, no. 3 (June 2010): 247–60. http://dx.doi.org/10.1016/j.ibusrev.2009.12.004.

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46

Tyll, Ladislav, Mohit Srivastava, and Martin Hromádka. "Strategic alliances between Czech SMEs and its effects on firm’s competitiveness." Journal of East European Management Studies 25, no. 2 (2020): 246–63. http://dx.doi.org/10.5771/0949-6181-2020-2-246.

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This paper aims to study the effects of using strategic alliances by Czech SMEs. It reviews available literature and provides an analytical framework to employ for analysing the propensity of SMEs to engage in strategic alliances and its effectiveness on their competitiveness. We conducted surveys with representatives of SMEs to gather data. Although we found a positive effect of strategic alliances on the SME’s competitiveness for both domestic and international business, the effect was very weak. The increased competitiveness was a result of increased differentiation, cost decrease, popularity increase, market share increases, and profit increase.
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47

Teng, Bing‐Sheng, and T. K. Das. "Governance structure choice in strategic alliances." Management Decision 46, no. 5 (May 23, 2008): 725–42. http://dx.doi.org/10.1108/00251740810873482.

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PurposeStrategic alliances have a variety of governance structures that can be broadly classified as joint ventures, minority equity alliances, and contractual alliances. This paper seeks to empirically examine the roles of four key determinants of governance structure choice, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.Design/methodology/approachSeveral hypotheses are developed regarding governance structure choice and are tested with data from 765 alliances. A multinomial logistic regression (logit) model is used for statistical analysis, with five control variables.FindingsAll hypotheses are supported, so that the roles of alliance objectives, alliance management experience, and international partners are demonstrated as being significant as determinants of governance structure choice in alliances.Research limitations/implicationsLimitations stem from the data being from a single source, one that also relies on press announcements that may be biased toward larger alliances.Practical implicationsBriefly, alliance managers should find it useful to assess the relative presence of the four determinants of structural choice studied in this investigation in order to make an informed selection of the appropriate governance structure.Originality/valueThe study contributes to the knowledge of the key determinants of governance structure choice in strategic alliances by examining empirically, with a large sample of alliances from various industries, the significant roles of four factors, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.
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Das, T. K., and Bing-Sheng Teng. "Sustaining Strategic Alliances: Options and Guidelines." Journal of General Management 22, no. 4 (June 1997): 49–64. http://dx.doi.org/10.1177/030630709702200404.

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MAURI, ALFREDO J., and G. STEVEN MCMILLAN. "THE INFLUENCE OF TECHNOLOGY ON STRATEGIC ALLIANCES: AN APPLICATION OF THE UTTERBACK AND ABERNATHY MODEL OF PRODUCT AND PROCESS INNOVATION." International Journal of Innovation Management 03, no. 04 (December 1999): 367–78. http://dx.doi.org/10.1142/s1363919699000189.

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This paper examines the influence of the innovation cycle on strategic alliances. Hypotheses based on Utterback and Abernathy's model are tested using 86 strategic alliances. The statistical results support the influence of the innovation cycle, rather than technological intensity, on determining the structure and functional emphasis of strategic alliances.
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Kaynak, Erdener, Ali Kara, and Syed Akmal Hyder. "SERVICE JOINT VENTURES AS STRATEGIC TRADE ALLIANCES." Competitiveness Review 5, no. 1 (January 1995): 44–53. http://dx.doi.org/10.1108/eb046320.

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