Journal articles on the topic 'Strategic alliances (Business)'
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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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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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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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Čirjevskis, Andrejs. "Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance." Journal of Risk and Financial Management 14, no. 8 (August 19, 2021): 385. http://dx.doi.org/10.3390/jrfm14080385.
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This paper aims to unbundle the antecedents of competence-based synergy in the strategic alliance formation process by employing the ARCTIC framework. The current research provides a new empirical application of the ARCTIC framework to reveal the success factors of reciprocal synergies of the Renault–Nissan–Mitsubishi strategic alliance in the automotive industry. By taking a resource-based view on the sources of competitive advantage, the current paper contributes to theoretical and practical issues of global strategic alliances as part of the existing literature on strategic management, international business, and corporate finance. By bridging qualitative and quantitative research methods, the paper provides validity to the ARCTIC framework with an application of the real option valuation. A conceptual model of research helps practitioners and scholars to explore critical success factors of alliance formation and to predict a competence-based synergy of strategic alliances. Future research may explore the institutional context of strategic alliances, specifically, exploring the impact of the French and Japanese governments on the Renault–Nissan–Mitsubishi alliance’s synergies.
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Ahwireng-Obeng, F., and O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa." South African Journal of Business Management 32, no. 3 (September 30, 2001): 41–51. http://dx.doi.org/10.4102/sajbm.v32i3.724.
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The literature suggests that the success of strategic alliances between large and small firms is influenced by four broad factors: motivational, cultural and resource capability synergies; shared commitments, goals and roles; participative planning, operationalisation and administration; and regular open communications. This study suggests that even though mismatches and incongruencies may be evident, the alliance formation and endurance are influenced by two other factors: largely similar perceptions by both groups regarding the alliance’s performance determinants; and a strong expectation by the large firm group of high future net benefits from aligning with small firms. Performance is, invariably, contingent upon implementing a number of ‘pre-emptive’ steps during the course of the alliance.
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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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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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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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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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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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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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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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Chrisanty, Febri Nila, Riani Rachmawati, and Prijono Tjiptoherijanto. "Creating Dynamic Learning Capability in Learning Framework through Strategic Alliance." Organizacija 57, no. 1 (February 1, 2024): 39–55. http://dx.doi.org/10.2478/orga-2024-0003.
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Abstract Background and Purpose: The changing ecosystem demands improvement in a company’s capabilities through its learning framework and respective dimensions. Using empirical testing, the purpose of this research is to gain a better understanding of the creation of dynamic learning capability through strategic alliances in the learning framework. Methodology: The data were collected via an online survey of 78 strategic alliances of a public institution. The structural equation model (SEM) was used to test the proposed model. Finding: Dynamic learning capability positively and significantly affects strategic alliance performance in a learning framework that comprises relationship capital, surfacing, joint learning structure, and knowledge acquisition dimensions. Conclusion This research finds that all constructs in the learning framework (relationship capital, surfacing, joint learning structure, and knowledge acquisition) create dynamic learning capability, which has a significant effect on strategic alliance performance. Each construct within the learning framework (relationship capital, surfacing, joint learning structure, and knowledge acquisition) was empirically tested and can create the dynamic learning capability that contributes to the strategic alliance’s performance, notably within the business learning domain.
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Setyadi, Taufik, Hening Widi Oetomo, Khuzaini Khuzaini, and Suwitho Suwitho. "The Influence of Strategic Alliance on Competitive Advantage through Market Area and Product Innovation." International Journal of Business Administration 8, no. 7 (October 26, 2017): 57. http://dx.doi.org/10.5430/ijba.v8n7p57.
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This study is aimed to prove the implementation of strategic alliance can increasing competitive advantage of wood industry of Perhutani through develop of market area and market innovation. Based on the results of hypothesis testing and the analysis of strategic alliances, market area and product innovation against competitive advantage, it is known that building a competitive advantage in the timber industry forestry can be achieved through the establishment of strategic alliances right, based on the exchange of raw material resources, technology or resources marketing. Strategic alliances are used to strengthen the position of the timber industry in the face of competition forestry business. The more precise the model selection strategic alliance Perhutani timber industry will be able to build competitive advantage of her. The development model of strategic alliances Perhutani timber industry that needs to be developed is to increase the competitive advantage has the form of an alliance focused on cooperation in provision of raw materials, interest in improving the skills of cooperation and the application of the production process technology.
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Ho, Nguyen-Nhu-Y., Phuong Mai Nguyen, Thi-Minh-Ngoc Luu, and Thi-Thuy-Anh Tran. "Selecting Partners in Strategic Alliances: An Application of the SBM DEA Model in the Vietnamese Logistics Industry." Logistics 6, no. 3 (September 15, 2022): 64. http://dx.doi.org/10.3390/logistics6030064.
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Background: Strategic alliance is a popular strategic option for business entities to strengthen the competitive advantages of all partners in a partnership. The global logistics industry has witnessed the formulation of several successful strategic alliances. However, the Vietnamese logistics industry seems to grow slowly and lacks long-term inter-firm partnerships. In such a context, it is critical to have a more effective approach to selecting partners in strategic alliances to increase long-term relationships and firm performance. Method: Thus, this study proposes using the SBM-I-C DEA model to examine and suggest partners for Vietnamese logistics firms to form strategic alliances. Results: Our findings show that integrating technology in managing strategic alliances will foster companies in the alliance to formulate a better strategy with up-to-date information on policies. Conclusion: Using the SBM-I-C DEA model, companies can minimize operating costs and optimize delivery time. Thus, companies can better satisfy customers. From the research findings, some implications are proposed for Vietnamese logistics companies.
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Lehene, Cosmin Florin. "Development of supportive characteristics to facilitate learning from strategic alliances." Management & Marketing. Challenges for the Knowledge Society 17, no. 2 (June 1, 2022): 120–38. http://dx.doi.org/10.2478/mmcks-2022-0007.
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Abstract In this paper, we aim to find answer to a single question: what are the characteristics of firms with superior use of alliance learning practices? Consequently, we aim to discover the characteristics of firms which are more preoccupied to learn from their strategic alliances. We investigate this research question through a statistical analysis of the answers provided by 46 best performing medium and large-sized companies operating in Romania. By means of several multilinear regressions and an analysis of variance, we found that the companies with superior use of alliance learning practices – thus, more preoccupied to learn – are more proactive, build an alliance culture favouring the use of alliances, develop relational attributes in their alliances (e.g., trust), respectively monitor and control their alliance activity to a higher degree. Contrary to expectations, the companies with superior use of alliance learning practices do not collaborate to a higher degree horizontally, with their competitors and complementors. In terms of the dispersion of companies depending on their use of alliance learning practices, to a high degree (34.1%), the differences between companies can be explained by the proposed set of characteristics developed in this paper. Our findings contribute to the existent literature in the field of alliances, bringing empirical evidence on the characteristics that companies need to develop to better learn from their strategic alliances. In addition, executives of medium and large-sized companies find in this paper valuable information regarding the nurturing of alliance knowledge acquisition and transfer from their strategic allies and partners.
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Abdul Ghani, Ahmad Bashawir, and Malcolm Tull. "Alliance formation: A Study of the Malaysian Automobile Supporting Industry." Gadjah Mada International Journal of Business 12, no. 3 (September 5, 2010): 355. http://dx.doi.org/10.22146/gamaijb.5502.
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Competition in global industries is shifting increasingly from inter-firm rivalry to rivalry between networks of firms. Strategies of individual firms are thus contingent on the degree of interdependence that exists between them and the parent firm in the network. The present study examines the effect of network affiliation on a member firm’s decision to enter a foreign market and international strategic alliance formation. Affiliate firms have two options available to them: (1) enter into a competitive strategic alliance with a competitor or (2) enter into a symbioticstrategic alliance with the parent firm of the network organiza-tion. We tested this assertion using data from archival sources on sixty-five Japanese automobile suppliers that had set up strategic alliances in Malaysia and that belonged to various inter-organizational networks. Results indicate that when affili-ate firms are dependent on the parent firm, they prefer to form symbiotic strategic alliances. Conversely, affiliate firms prefer competitive strategic alliances with competitors when they are not dependent on the parent firm. ALLIANCE FORMATIONA Study of the Malaysian Automobile Supporting IndustryKeywords: automobile industry; joint venture; mode of entry; networks; strategic alliances
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Christ, Margaret H., and Andreas I. Nicolaou. "Integrated Information Systems, Alliance Formation, and the Risk of Information Exchange between Partners." Journal of Management Accounting Research 28, no. 3 (July 1, 2016): 1–18. http://dx.doi.org/10.2308/jmar-51509.
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ABSTRACT Alliances are an important strategic tool for many companies. However, they are inherently risky and a large percentage of alliances fail. We examine the effects of integrated information systems (IISs) and alliance formalization (i.e., formal alliance controls) on information exchange risk and overall alliance risk. We develop a model that predicts that when firms are engaged in alliances with greater collaboration intensity (i.e., alliances with multiple objectives) they are more likely to use an IIS and a broad portfolio of formal controls to manage alliance risk. Using a survey of chief financial officers, we find that collaboration intensity is positively associated with IIS and alliance formalization. IISs are negatively associated with information exchange risk, but this effect is mediated by alliance formalization, suggesting that the formal controls implemented throughout the alliance, and within the IIS, are integral to reducing information exchange risk and, subsequently, overall alliance risk. Our study adds to the literature examining tools and strategies for effectively managing strategic alliances. JEL Classifications: B20; C31; C42; M40.
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Bizzi, Lorenzo. "The strategic role of financial slack on alliance formation." Management Decision 55, no. 2 (March 20, 2017): 383–99. http://dx.doi.org/10.1108/md-03-2016-0125.
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Purpose While previous research has developed unclear positions about the role of organizational resources on alliance formation, the purpose of this paper is to focus on financial slack resources to clarify the conditions that facilitate the formation of strategic alliances. Building on the behavioral theory of the firm, this paper theorizes that internal and external financial slack resources, measured as cash holdings and financial leverage, incentivize managers to form alliances, because they protect them against the risk of alliance failure. Design/methodology/approach Complete data were collected from 400 biotech public companies for the period from 2000 to 2015. The data set considered alliances among over 2,200 public and private companies. Hypothesis testing relied on generalized estimating equations. Findings Cash holdings positively impact alliance formation; financial leverage negatively impacts alliance formation; cash holdings and financial leverage interact in the prediction of alliance formation. Research limitations/implications While research in financial slack resources shows equivocal results, this study illustrates that they exercise a significant effect when it comes to the choice of forming strategic alliances. Limitations include the focus on multiple forms of alliances, possible restrictions in the external validity of the findings, and a lack of measurement of explanatory mechanisms. Practical implications Findings help managers understand the financial conditions in which they should choose to form or avoid alliances; findings help managers select alliance partners. Originality/value The study contributes by proposing a new outlook on alliances; identifying financial resources as alliance predictors when previous research focused on intangible resources; offering new insights into the often equivocal outcomes of financial slack; building an uncharted bridge between the finance and alliance literatures.
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Xavier Sufa Efi, Silvester. "Strategic Alliance and Tacit Collusion, of Competitive Advantage Through Market Area, Product Innovation Cooperative Café Timor and National Cooperative Business Association (CCT-NCBA) in Timor Leste." Journal of Business and Economics 14, no. 02 (February 20, 2023): 66–79. http://dx.doi.org/10.15341/jbe(2155-7950)/02.14.2023/003.
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This study aims to prove that the implementation of strategic alliance and tacit collusion can increase the competitive advantage of CCT-NCBA in organic coffee production by developing market areas and product innovation. This study aims to prove that implementing a strategic alliance can increase the competitive advantage of coffee organic through developing the market area and product innovation. Based on the results of hypothesis testing and the analysis of strategic alliances, market area, and product innovation against competitive advantage, it is known that building a competitive advantage in the product coffee organic be achieved through the establishment of strategic alliances and tacit collusion right, based on the exchange of raw material resources, technology or resources marketing. Strategic alliances and tacit collusion are used to strengthen the position of organic coffee production in the face of competition organic coffee business. The more precise the model selection strategic alliance and tacit collusion, product innovation organic coffee production will be able to build a competitive advantage of her. The development model of strategic alliances and tacit collusion CCT-NCBA that needs to be developed is to increase the competitive advantage has the form of an alliance focused on cooperation in the provision of raw materials, interest in improving the skills of cooperation, and the application of the production process technology.
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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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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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Saner, Raymond. "Business diplomacy and international strategic alliances." European J. of International Management 1, no. 1 (2019): 1. http://dx.doi.org/10.1504/ejim.2019.10016814.
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Saner, Raymond. "Business diplomacy and international strategic alliances." European J. of International Management 13, no. 5 (2019): 588. http://dx.doi.org/10.1504/ejim.2019.102009.
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KICKUL, JILL, ELIZABETH BELGIO, and MATT GREEN. "EMERGING WITH ALLIES: THE ROLE OF TOP MANAGEMENT STRATEGIC CONGRUENCE IN THE CREATION OF INTER-FIRM RELATIONSHIPS." Journal of Enterprising Culture 12, no. 01 (March 2004): 35–53. http://dx.doi.org/10.1142/s0218495804000038.
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As new and enabling technologies allow for the opening of market and resource opportunities in many industries, the importance of building and developing inter-firm alliances has become a business necessity. Entrepreneurial firms that are able to define their internal core competencies and strategies as well as work side-by-side with complementary partners may be able to exploit many of the opportunities existing in the marketplace. Moreover, those firms able to continuously improve their businesses and competencies as well as their alliance structure will also be at an advantage in meeting the next new opportunity. The purpose of this paper is to examine the value realized from strategic alliances in terms of product/service innovations, future strategic planning, and technology infrastructure advantages. By utilizing strategic alliances, entrepreneurial growth in terms of external capabilities as well as operational effectiveness may be realized.
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Muthusamy, Senthil Kumar, and Parshotam Dass. "When “trust” becomes more or less salient for alliance performance? Contextual effects of mutual influence, international scope, and coopetition." Journal of General Management 46, no. 2 (January 2021): 144–55. http://dx.doi.org/10.1177/0306307020942461.
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Extant research on strategic alliances has established that contractual controls do not provide a complete safeguard to avert an alliance failure, and that alliance governance needs to be reinforced with relational norms such as trust. However, there is scant research evidence available on whether interfirm trust can be significant under the trying contexts the alliances typically face like rivalry, power conflicts, and cultural or institutional barriers. Employing a relational exchange perspective, we examined whether the espoused positive effect of interfirm trust on alliance performance is moderated by mutual influence and coopetition between partners, and the international dimension of an alliance. Based on the survey and archival data on 223 strategic alliances, we found that interfirm trust was quite significant to alliance performance and that the link between trust and performance was more salient in alliances with high mutual influence and coopetition, whereas it was less salient and weaker in international alliances.
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Natarajan, Balu, Chandler Duncan, and David Simpson. "Strategic Innovations in North American Railroad Management." Transportation Research Record: Journal of the Transportation Research Board 1924, no. 1 (January 2005): 146–52. http://dx.doi.org/10.1177/0361198105192400119.
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Although the railroad industry is often regarded as a declining industry with a decreasing modal share of the nation's freight movement, innovations in railroad management are changing the way rail carriers operate and are leading to operational efficiencies for the rail mode. The formation of strategic alliances is transforming the way North American railroads do business and increasing the hope of creating new opportunities for rail as an economically viable and technologically sophisticated element of North America's surface freight transportation network. This conceptual paper examines the pressures and challenges driving the alliance trend of North American railroads from the standpoint of different competitive arrangements in the context of recent strategic management literature. The competitive dimensions and outcomes of recent railroad alliances are analyzed from a business perspective. The paper concludes with insights about the implications of the emerging alliance paradigm not only for railroad management but also for intermodal freight planning and policy in the new millennium.
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Green, Robert T., and Linda V. Gerber. "Educator Insights: Strategic Partnerships for Global Education—Linkages with Overseas Institutions." Journal of International Marketing 4, no. 3 (September 1996): 89–100. http://dx.doi.org/10.1177/1069031x9600400307.
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The globalization of business education involves much more than the inclusion of more international business courses in the curriculum and the infusion of more international materials into all business courses. Like their corporate counterparts, business schools themselves need to become global institutions with operations in various parts of the world to enable faculty, students, and executive clients to gain international expertise and to provide regular and diverse global inputs into the educational process. Since most schools lack the resources to achieve a global reach by themselves, the best course generally involves the establishment of strategic alliances with foreign business schools. This article examines the nature of these alliances and suggests the many joint activities in which alliance partners can engage.
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Ajami, Riad A., and Dara Khambata. "Global Strategic Alliances:." Journal of Global Marketing 5, no. 1-2 (November 22, 1991): 55–69. http://dx.doi.org/10.1300/j042v05n01_05.
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Kauser, Saleema, and Vivienne Shaw. "International Strategic Alliances." Journal of Global Marketing 17, no. 2-3 (May 20, 2004): 7–43. http://dx.doi.org/10.1300/j042v17n02_02.
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Hanna, DUHINETS, and NIZHEIKO Kostiantyn. "NTERNATIONAL STRATEGIC ALLIANCES: COOPERATION OF COMPANIES IN THE IT SPHERE." Foreign trade: economics, finance, law 113, no. 6 (December 8, 2020): 35–66. http://dx.doi.org/10.31617/zt.knute.2020(113)03.
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Background. The IT market in Ukraine annually demonstrates continuous growth and development. This contributes to the fact that its participants are more in contact with their colleagues from other countries. International strategic alliances are becoming one of the most appropriate forms of partnership between domestic IT companies and leading foreign IT companies. In order to anticipate all the risks of joining the ISA, in particular not to lose its subjectivity due to the acquisition, it is necessary to understand the reasons, essence and consequences of the creation of international strategic alliances. An analysis of recent research and publications has shown that despite the existence of some scientific achievements, the issues of forming international strategic alliances in the field of information technologies and the use of this type of cooperation by domestic IT companies remain unresolved. Theaim of the article is to analyze international strategic alliances as forms of cooperation of companies in the IT sphere and the possibility of including Ukrainian companies in these relations. Materials and methods. The research was conducted using the methods of theoretical generalization and analysis. The information base is domestic and foreign works on the functioning of ISAs, statistical sources and Internet resources. Results. The factors that determine the transition from competition to cooperation and the formation of alliances between companies in the IT sector are identified. The types of alliances are described: tactical, quasi-strategic and strategic. It is noted that each of them can be both internal and external (international). The nature of the strategic alliance is analyzed, its characteristics are revealed. Based on the results of the generalized characteristics of the ISA in the IT sphere, its definition is given, on the basis of which the advantages of the alliance are described. It is noted that the peculiarities of the connections of its participants should be taken into account when solving many tasks related to the participation of domestic IT companies in the ISA for the internationalization of business and management. It is proved that in ISA as a pragmatic union the interests of the participants in the strategic direction of their development coincide: each of the participants focuses its activities on the common goals of the alliance. Conclusion. The ISA of IT-sphere is proposed to be considered as a form of inter-firm interaction of IT companies that maintain independence based on the combination of complementary assets of each of them. If all parties of the alliance pursue strategic goals, then this alliance is created in the form of strategic, if there are other goals, the alliance will be tactical or quasi-strategic. In addition, any of the forms can be used to achieve certain business results. Unlike all others the strategic alliances, especially international strategic ones, require a stricter and more systematic management approach to success. The interest of European and American IT companies in forming strategic alliances with leading Ukrainian companies was noted. However, the ultimate goals of such ISAs are not equal long-term partnership, but the acquisition of promising Ukrainian companies. The necessity of careful substantiation of decisions on the entry of domestic IT companies into the international strategic alliance, tactical and operational participation in its management, etc. is proved.
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Prihandono, Dorojatun, Andhi Wijayanto, and Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses." Problems and Perspectives in Management 19, no. 3 (September 21, 2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.
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Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examine the relationships of determinants that influence franchise business sustainability. The determinants are risk management, trust, satisfaction, and sustainability. The study applies confirmatory factor analysis using structural equation modeling (SEM) AMOS software. Respondents in this study are franchisors and franchisees in the Indonesian retail and food and beverages (F&B) sectors, the study accommodates 204 respondents. Based on the analysis the study reveals that there is a positive relationship between risk management and satisfaction. Risk management also has a positive relationship with survivability; trust and satisfaction also have a positive relationship. Meanwhile, there is no relationship between satisfaction and survivability and the last relationship is between trust and survivability that has no positive relationship between the determinants. This study provides clearer insight to understand the relationships between determinants that influence franchise business survivability in Indonesia, especially based on both parties’ perspectives.
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Su, Taoyong, Wanrong Hou, Edward Levitas, and Sibin Wu. "Product Complexity and Strategic Alliance on Drug Approval." American Business Review 24, no. 1 (May 18, 2021): 36–53. http://dx.doi.org/10.37625/abr.24.1.36-53.
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Management of the business-government relationship is critical for firm performance in regulated industries. In this paper, we predict a U-shaped relationship between product complexity and the time to approval by the US Food and Drug Administration (FDA). Moreover, we argue that this association is contingent on the types of strategic alliances (i.e., R&D alliance, Marketing alliance) of the focal firm in that those alliances help FDA and pharmaceutical companies achieve harmony. Using the approved drugs by FDA from 1999 to 2016 as the sample, our hypotheses are supported by the empirical analysis on US pharmaceutical firms. The findings have important implications to achieving harmony between pharmaceutical firms and regulatory agencies.
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Sompong, Kusumaphorn, Barbara Igel, and Helen Lawton Smith. "Strategic alliance motivation for technology commercialization and product development." Management Research Review 37, no. 6 (May 13, 2014): 518–37. http://dx.doi.org/10.1108/mrr-03-2013-0070.
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Purpose – This paper aims to investigate the relationship among alliance motivation (AM), execution of cooperation (EC) and alliance performance of strategic alliance for commercializing technology and developing products. Design/methodology/approach – The measurements were constructed and tested empirically through a survey of 320 strategic alliances in the food processing industry in Thailand. Confirmatory factor analysis and structural equation modelling were applied to refine scales for measuring AM, execution and cooperation performance. Findings – This research found that firms adopted social interaction with alliance partners in order to establish mutual expectations about technology characteristics, access opportunity and organisational management styles, factors that are shown to have positive influences on both commercial and partnership performance. Findings also confirm a significant positive impact of technology characteristics, access opportunity, market potential and financial benefit on the adoption of a formal partnership agreement, but a significant impact only on commercial performance. Research limitations/implications – Further research should use random samples in different industries in other emerging economies, and other data analysis methods to assess decision-making in strategic technology alliances that may include different types of partnerships. Practical implications – The findings are also useful for managers who leverage operations with external resources obtained through strategic alliances parameters both in the process of managing relationships and achieving results. Originality/value – This article contributes to extant literature by developing a practical measurement system of AM, actual EC and resulting performance in an emerging economy country. It also contributes to clarify the decision-making of firms that form strategic alliances for commercializing technology and developing products to facilitate more quality management research in other industries and countries.
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Maikel Rudianto, Unggul Purwohendi, and Budi Santoso. "ANALYSIS OF THE PERFORMANCE DETERMINANTS OF THE ALLIANCE STRATEGY EMPIRICAL STUDY ON LEARNING GUIDANCE IN DKI JAKARTA." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 3, no. 2 (June 3, 2021): 82–110. http://dx.doi.org/10.21009/jdmb.03.2.5.
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The alliance strategy is one solution to the speed of competition in the business or business world. Strategic alliances are cooperative strategies in the form of partnerships that help unify each party's strengths to mutually benefit in the form of benefits and long-term competitiveness in the market. The alliance's strategy can be assessed as successful or not by measuring the strategic alliance's performance because the most commonly used alliance measure is performance. Whether or not an alliance strategy adopted by a company is healthy is to evaluate its alliance strategy's implementation.
This research was conducted using non-sampling or census methods as many as 132 (one hundred and thirty-two) branches in DKI Jakarta in one of the companies in the education sector originating from Japan and developing an alliance strategy in Indonesia. Data collection was carried out using a questionnaire and met with the owners or direct branch leaders.
From this study, it is concluded that Goodwill trust, Competence Trust, and Tangible & Intangible Resources Sharing positively influence the performance of the alliance strategy. Also, Tangible & Intangible Resources Sharing as an intervening variable can mediate the relationship between Goodwill trust and Competence Trust on the alliance's strategy's performance.
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Zhou, Yilu, and Yuan Xue. "ACRank: a multi-evidence text-mining model for alliance discovery from news articles." Information Technology & People 33, no. 5 (June 22, 2020): 1357–80. http://dx.doi.org/10.1108/itp-06-2018-0272.
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PurposeStrategic alliances among organizations are some of the central drivers of innovation and economic growth. However, the discovery of alliances has relied on pure manual search and has limited scope. This paper proposes a text-mining framework, ACRank, that automatically extracts alliances from news articles. ACRank aims to provide human analysts with a higher coverage of strategic alliances compared to existing databases, yet maintain a reasonable extraction precision. It has the potential to discover alliances involving less well-known companies, a situation often neglected by commercial databases.Design/methodology/approachThe proposed framework is a systematic process of alliance extraction and validation using natural language processing techniques and alliance domain knowledge. The process integrates news article search, entity extraction, and syntactic and semantic linguistic parsing techniques. In particular, Alliance Discovery Template (ADT) identifies a number of linguistic templates expanded from expert domain knowledge and extract potential alliances at sentence-level. Alliance Confidence Ranking (ACRank)further validates each unique alliance based on multiple features at document-level. The framework is designed to deal with extremely skewed, noisy data from news articles.FindingsIn evaluating the performance of ACRank on a gold standard data set of IBM alliances (2006–2008) showed that: Sentence-level ADT-based extraction achieved 78.1% recall and 44.7% precision and eliminated over 99% of the noise in news articles. ACRank further improved precision to 97% with the top20% of extracted alliance instances. Further comparison with Thomson Reuters SDC database showed that SDC covered less than 20% of total alliances, while ACRank covered 67%. When applying ACRank to Dow 30 company news articles, ACRank is estimated to achieve a recall between 0.48 and 0.95, and only 15% of the alliances appeared in SDC.Originality/valueThe research framework proposed in this paper indicates a promising direction of building a comprehensive alliance database using automatic approaches. It adds value to academic studies and business analyses that require in-depth knowledge of strategic alliances. It also encourages other innovative studies that use text mining and data analytics to study business relations.
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Cheboi, Daisy Jemuge, and Benjamin Mulili. "Strategic Alliances and Firm Competitiveness: A Survey of Supermarkets in Nairobi-Kenya." Journal of Strategic Management 6, no. 1 (February 18, 2022): 11–24. http://dx.doi.org/10.53819/81018102t2046.
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This study sought to examine the effect of strategic alliances on competitiveness of supermarkets in Nairobi. The study’s objectives were to establish the effects of innovation, financing, and distribution strategic alliances on the competitiveness of supermarkets in Nairobi. The study used case study research design. The population of the study was 95 branch managers of the 7 major supermarkets in Nairobi. Both stratified and simple random sampling were used to pick a sample of 77 branch managers. Questionnaire was used to collect data. Data was analyzed using descriptive statistics, Pearson correlation and multiple regression analyses. Diagnostic tests were also used to test reliability of regression model. The study found that innovation alliances (? = 0.790, p < 0.05); distribution alliance (? = 0.009, p < 0.05) and financing strategic alliances (? = 0.920, p < 0.01) had a significant effect on the competitiveness of supermarkets. However, challenges such as lack of top management commitment derailed competitiveness. The study concluded that innovation strategy had a positive significant relationship with the competitiveness of the supermarkets. It concludes that, by entering into financing strategy, an increase in the competitiveness of the supermarkets was realized. Furthermore, it concluded that distribution strategic alliance had a positive significant relationship with the competitiveness of the supermarkets. The study concludes that despite formation of strategic alliances, various supermarkets were still exposed to a myriad of top management challenges. The study recommends that the supermarkets should ensure that innovation strategy with various partners is improved. This can be achieved through engagement with partners that have embraced modern technologies such as ‘electronic point of sale’ (EPOS). It is suggested that financing alliances should also be improved by engaging with partners that have stable capital. Through formation of financial strategic alliance with firms with good financial muscles, exposure to financial risks can be minimized. This research proposes that all the supermarkets should ensure that measures are put in place to improve distribution strategic alliances to minimize business differences with partners. Measures such as, knowing how partners operate, how they make certain distribution decisions, and how they allocate resources during distribution could go a long way in enhancing product distribution. Finally, it recommends that the top management should be able to offer timely financial and administrative support to realize the dream of engaging in strategic alliances. The organizations should also be able to streamline legal and regulatory operational policies with partners so as to benefit from the formed strategic alliances. Keywords: Innovation Strategic Alliances, Financing Strategic Alliances, Distribution Strategic Alliances, Top Management Support & Competitiveness
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Miletić, Vuk, and Nikola Ćurčić. "Building strategic alliances as agents of business internationalization for domestic companies." Ekonomija: teorija i praksa 14, no. 3 (2021): 64–82. http://dx.doi.org/10.5937/etp2103064m.
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The process of internationalization of business for individual companies is almost inevitable. It is not simple and is often made even more complex by numerous challenges. The aim of this paper is to investigate the strategies of owners and top-level managers in domestic companies from different business sectors developed with the aim to build penetration into foreign markets by building business alliances, especially since the national market often becomes too small for their expansion. The decision to use or not to use strategic alliances is usually conditioned by the characteristics of national companies. In the case of companies of different levels and periods of business operation, such alliances have a number of advantages and disadvantages. The numerous disadvantages are mainly due to the special characteristics that each of them possesses. The results of this study highlight the factors that encourage national companies to establish a strategic alliance in the processes of internationalization, as well as the elements that hinder the choice of such strategies. In this research, the methods of comparative statistics (ch2 Test, ANOVA), hypothetical - deductive methods, analytical - deductive and comparative methods, historical and statistical - descriptive methods were used.
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Rice, John, Tung-Shan Liao, Nigel Martin, and Peter Galvin. "The role of strategic alliances in complementing firm capabilities." Journal of Management & Organization 18, no. 6 (November 2012): 858–69. http://dx.doi.org/10.5172/jmo.2012.18.6.858.
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AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.
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Bucklin, Louis P., and Sanjit Sengupta. "Organizing Successful Co-Marketing Alliances." Journal of Marketing 57, no. 2 (April 1993): 32–46. http://dx.doi.org/10.1177/002224299305700203.
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Co-marketing alliances between firms afford fresh opportunity for strategic advantage. Data from 98 alliances show that gains in effectiveness can be obtained by reducing power and managerial imbalances. Careful project selection and better matching of potential partners also help to enhance alliance effectiveness.
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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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Oyedele, Adesegun, and Fuat Firat. "Institutions, small local firms’ strategies, and global alliances in sub-Saharan Africa emerging markets." International Marketing Review 37, no. 1 (December 16, 2019): 156–82. http://dx.doi.org/10.1108/imr-01-2019-0022.
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Purpose The purpose of this paper is to respond to the call of international marketing professionals for more studies on strategies that firms use in response to the complexities of interacting with other institutions in the emerging markets (EMs) of sub-Saharan Africa. The key research question investigated by employing the exploratory qualitative data gathered is: What strategies and global alliances do small local firms (SLFs) in Nigeria adopt to succeed under complex market conditions? Design/methodology/approach The methodology employed is exploratory qualitative research. The authors conducted extended interviews to generate rich case study data from the top management of the selected SLFs in Nigeria. The interview data were assessed using open, axial and selective coding to uncover macro-narratives that guide SLFs’ strategies and global alliances. Findings The macro-narratives derived from the qualitative case analysis reveal a theoretical framework centered on three major elements of competitive strategies in Nigeria: build global capacity and strategic alliances from the get-go; develop local strategic alliances; master matching alliance partners’ needs to create innovative payment plans and, when necessary, shift the transaction cost burden to alliance partners. Matching theory rather than traditional network theories is better at explicating SLFs’ alliances in Nigeria. Implementation of these strategies requires flexible strategic initiatives. Originality/value The study adapts institutional interaction theory, network theory, matching alliance perspective, trade credit theories and the literature on small firms’ strategies in EMs to explicate successful small local firm strategies and global alliances under complex market conditions in Nigeria. The recognition that SLFs regularly migrate and shift the burden of transactions’ cost to multiple stakeholders in the supply network by matching customers and supplier needs is important. The discovery of matching theory in explicating SLFs’ global alliances in Nigeria is unique to this study.
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Rudianto, Maikel, Unggul Purwohedi, and Budi Santoso. "Analysis of Determinant Factors Performance of Alliance Strategy: Empirical Study in Learning Guidance in DKI Jakarta." International Journal on Advanced Science, Education, and Religion 3, no. 1 (March 26, 2020): 40–51. http://dx.doi.org/10.33648/ijoaser.v3i1.46.
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The alliance strategy is one solution to face the speed of competition in the business world or business. Strategic alliances are cooperative strategies in the form of partnerships that help bring together the strengths of each party in order to benefit each other in the form of long-term benefits and competitiveness in the market. The Alliance strategy can be judged successful or not by measuring the performance of the strategic alliance, because the most commonly used alliance measure is performance. So that a healthy alliance strategy implemented by a company is to see and evaluate the performance of the company's alliance strategy.This research was conducted with a non-sampling method or census of 132 (one hundred thirty-two) branches in DKI Jakarta in one of the companies in the field of education originating from Japan and developing an alliance strategy in Indonesia. Data collection is done by questionnaire and meet with the owners or branch leaders directlyFrom this study it was concluded that Goodwill trust, Competence Trust and Tangible & Intangible Resources Sharing had a positive influence on the performance of the alliance's strategy. Besides Tangible & Intangible Resources Sharing as an intervening variable is able to mediate the relationship of Goodwill trust and Competence Trust on the performance of the alliance's strategy.
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Marshall, Alasdair, Udechukwu Ojiako, and Max Chipulu. "Micro-Political Risk Factors for Strategic Alliances: Why Machiavelli's Animal Spirits Matter." Competition & Change 18, no. 5 (October 2014): 438–53. http://dx.doi.org/10.1179/1024529414z.00000000070.
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Sociological perspectives on strategic alliances between firms are heavily influenced by economic theory. As such, they regard alliance entry, maintenance and exit decisions as following calculative rationalities concerned with the consequences for access to resources and transaction costs. Our theoretical article offers a contrasting sociological perspective whereby ‘animal spirits’ trump these calculative rationalities as factors in alliance decision making. Using Machiavelli's well-known psychological realism, we explain how ‘vulpine’ and ‘leonine’ animal spirits can shape psychological and cultural contexts for the micro-political aspects of alliance decision making. This enables us to specify micro-political risk factors related to very common psycho-cultural differences, which we think all firms that forge alliances across cultural distance should consider.
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Jaouen, Annabelle, and Katherine Gundolf. "Strategic alliances between microfirms." International Journal of Entrepreneurial Behavior & Research 15, no. 1 (January 30, 2009): 48–70. http://dx.doi.org/10.1108/13552550910934459.
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Philsoophian, Maryam, Peyman Akhavan, and Morteza Abbasi. "Strategic Alliance for Resilience in Supply Chain: A Bibliometric Analysis." Sustainability 13, no. 22 (November 17, 2021): 12715. http://dx.doi.org/10.3390/su132212715.
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Resilience is a particularly important quality for supply chains in this turbulent environment. Resilience in the supply chain is the ability to retain, resume, and recover operations after an intense destructive incident. One of the strategic solutions for managing supply chain disruptions is to establish collaboration and strategic alliances in order to achieve competitive advantage. Therefore, given the increasing publication of articles in areas of strategic alliances and supply chain resilience, it is a good opportunity to review these articles, identify gaps in the current literature, demonstrate links between the two areas, and provide suggestions for future research. For these purposes, a bibliometric analysis has been performed on literature available on the Web of Science database. The distribution of articles based on year and country, influential journals, research areas, authors, affiliations, keywords, citations, and reference co-citation analysis are discussed. Results indicate that studies about strategic alliances, meant to increase resilience, are growing in areas such as “Management”, “Operations research”, “Management science”, and “Business”. Furthermore, the sources could be categorized into five clusters; namely “From knowledge concept to value creation”, “Internal and external relationships”, “Logistics and supply chain performance”, “Intellectual capital and strategic management”, and “Critical success factors and alliances”. This article can be useful for both practitioners and academics who explore the topic of strategic alliances and resilience in the supply chain, and also offers managers the opportunity to overcome supply chain disruptions and negative consequences of risks by becoming familiar with the key concepts of resilience. The persistence of businesses and supply chains is guaranteed through communicating with partners and even competitors in the light of alliance according to the findings of this research. Managers can pay attention to the integration of the supply chain to improve resilience and increase collaboration between suppliers and customers. Given the research results, strategic alliances can be noted in expanding organizational entrepreneurship and shaping strategic collaboration networks in light of strategic alliances.
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Schweitzer, Jochen. "Leadership and innovation capability development in strategic alliances." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 442–69. http://dx.doi.org/10.1108/lodj-01-12-0001.
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Purpose – The purpose of this paper is to examine whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. The author suggests that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities. Design/methodology/approach – The author used in-depth expert interviews and a questionnaire survey comprising 369 strategic business alliances to develop and test the theoretical framework. Findings – The data confirm the positive relationship between transformational leadership and the development of innovation and operational capabilities. Yet, transactional leadership behaviors are not only associated with operational capability development, but notably contribute to the development of innovation capabilities. Research limitations/implications – While the study focusses on leadership, there are many more factors that impact on the strategic ability of alliances to deliver innovation outcomes. Other limitations are the multiple levels of analysis in the theoretical model, newly developed measurement scales and that responses for the empirical study only come from one partner of the alliance. Practical implications – The study suggests advantages of exercising the full range of leadership behaviors when seeking innovation alliance outcomes. Originality/value – This research contributes to the strategic management, innovation, leadership, and alliances literature by providing new and empirical validation of the effectiveness of particular leadership behaviors in collaborative settings.
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Terry, Francis. "Editorial: Strategic Alliances." Public Money and Management 17, no. 4 (October 1997): 3–4. http://dx.doi.org/10.1111/1467-9302.00083.
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Muange, Rosemary, and Loice C. Maru. "Strategic alliances on performance of retail firms in Nairobi County, Kenya." TQM Journal 27, no. 6 (October 12, 2015): 732–40. http://dx.doi.org/10.1108/tqm-06-2015-0075.
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Purpose – The purpose of this paper is to determine the effect of strategic alliances on firm performance and the moderating effect of firm size in retail firms in Nairobi County in Kenya. Design/methodology/approach – Resource Dependency Theory was used to guide the study. The study adopted explanatory research design. Questionnaires were used to collect data from sample of 216 respondents through stratified and simple random sampling technique. The study used inferential statistics to test hypotheses. Findings – Study findings indicated that joint marketing alliances, procurement-supplier alliances, joint manufacturing alliances and technology development alliances have significant and positive effect on firm performance. Based on the findings, creating a joint marketing, procurement-supplier, joint manufacturing and technology development alliances mostly enhance firm performance. Research limitations/implications – The study considered only one county out of 47, although this county hosts the capital city, where most of the firms considered are located. It therefore is representative of all counties and firms considered in this study. It also considered top management staff and thus may have an effect since the lower cadre staff were not considered. However, most of the required information was expected from top management since these are the ones who make decisions, and hence most affected by strategic alliances. Practical implications – This study has practical implication on firm performance because it has established that strategic alliance improves on overall firm performance. This manifests itself in terms of improve productivity, production efficiency and profitability. It also helps in the availability of products to the end users. Social implications – Through improved productivity, efficiency and profitability, this translates to improved terms of payment of staff and hence improved quality of lives of their families and communities within which they live. It also enables the firms to participate more in corporate social responsibility projects which in turn improves the standard of living of the communities around them. Originality/value – The study has provided an empirical insight on the importance of strategic alliance on firm performance. This is the first study done in the Kenyan context concerning strategic alliances formed by firms to improve on their performance especially on retail firms.
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Mara, Cynthia Massie, and James T. Ziegenfuss. "Strategic Alliance: Adapting to the Business Environment in Long-Term Care." Care Management Journals 3, no. 4 (December 2002): 205–11. http://dx.doi.org/10.1891/cmaj.3.4.205.57454.
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This article is addressed to long-term-care administrators and planners as well as purchasers of long-term care. Believing the current and future business environment will force continued adaptation in long-term-care organizations, the authors utilize nine categories to map pressures for change: cultural, technological, educational, political, legal, natural resource, demographic, sociologic, and economic. Long-term-care organizations, especially those that are not-for-profit, are becoming members of alliances as one way of addressing these pressures. This article describes and presents a case example of a composite alliance to demonstrate the advantages of membership in a strategic alliance. We also present examples of ways in which alliance members use strategic partnerships to improve their ability to manage these forces.