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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, n.º 8 (19 de agosto de 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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Kinderis, Remigijus y Giedrius Jucevičius. "STRATEGIC ALLIANCES – THEIR DEFINITION AND FORMATION". Latgale National Economy Research 1, n.º 5 (21 de octubre de 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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Otto, Peter. "Dynamics in Strategic Alliances". International Journal of Information Technologies and Systems Approach 5, n.º 1 (enero de 2012): 74–86. http://dx.doi.org/10.4018/jitsa.2012010105.
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The objective of this paper is to develop a dynamic theory of interorganizational learning and knowledge acquisition in strategic alliances. Strategic alliances are becoming an increasingly important organizational form to gain access to new knowledge and to leverage existing knowledge. By establishing an alliance with one or more partners, an organization will gain valuable learning opportunities to acquire knowledge and to enhance its competitiveness. The degree to which the partners can realize their learning objectives is dependent on their absorptive capacities and the collaborative strategies adopted by the partners. These collaborative strategies may include the trust between alliance partners as well as the willingness to share existing knowledge. In order to gain insights into the dynamics of interorganizational learning and knowledge acquisition, the authors propose a simulation model to test different conditions influencing the outcome of an alliance. The results can improve our understanding of the key factors that influence the acquisition of knowledge in strategic alliances. The paper concludes with a discussion of guidelines to assess and manage the outcome of strategic alliances.
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Teng, Bing‐Sheng y T. K. Das. "Governance structure choice in strategic alliances". Management Decision 46, n.º 5 (23 de mayo de 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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Johnson, Lewis D. y Edwin H. Neave. "Strategic governance of the alliance spectrum". Corporate Ownership and Control 3, n.º 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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Sun, Hui, You-Yu Dai, Chaochen Zhang, Rok Lee, Su-Sung Jeon y Jin-Hua Chu. "The impacts of conditions and person-organization fit on alliances performance: And the moderating role of intermediary". PLOS ONE 17, n.º 12 (7 de diciembre de 2022): e0275863. http://dx.doi.org/10.1371/journal.pone.0275863.
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This study expects to provide a reference for the catering industry. The travel industry expands sales channels and turnover tends to choose a strategic alliance with the alliance objects mutually beneficial cooperation to improve their competitiveness. This study examines the effects of alliance conditions and person-organization fit (P-O-fit) on the performance of strategic alliances between travel industries. Furthermore, this study contained the intermediary performance as a moderator to examine the influences of alliance conditions and P-O-fit on the performance of strategic alliances. There were 406 usable questionnaires collected. We verified the hypotheses by the structural equation modeling method. The results suggest that the alliance conditions have positive and significant direct effects on the performance of strategic alliances. Moreover, the P-O-fit also has positive and significant effects on the performance of strategic alliances. Furthermore, the intermediary performance has substantial moderating effects on the influences of P-O-fit on the performance of strategic alliances. The conclusion provides a theoretical and practical basis between performance and the travel industry.
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Kopeć, Ewa y Artur Wolanin. "Significance of Strategic Alliances; the Case of Airline Alliances". Perspektywy Kultury 27, n.º 4 (1 de enero de 2020): 107–26. http://dx.doi.org/10.35765/pk.2019.2704.08.
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This article is poised to explain the significance, analyze and understand the relationships that are established between partners of a strategic alliance. The analysis conducted was modeled on the example of airline alliances. Airlines decide on operating as alliances due to economic benefits which they would not be able to reach on their own. In the result of their cooperation, these entities produce beneficial synergistic effects. It should be noted that by starting cooperation within an alliance, those entities still remain competitors. The analysis provides a comparison of three largest airline alliances: Star Alliance, SkyTeam and Oneworld. The article contains a summary of the most important conclusions of the analysis.
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Esen, A. y G. Alpay. "Exploring the impact of firm- and relationship-specific factors on alliance performance: Evidence from Turkey". South African Journal of Business Management 48, n.º 2 (30 de junio de 2017): 11–21. http://dx.doi.org/10.4102/sajbm.v48i2.24.
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This study investigates the impact of firm-specific (i.e., alliance orientation and partner selection criteria) and relationship-specific (i.e., strategic fit, cultural fit, and organizational fit) factors on alliance performance and assesses the mediating role of trust in the relationship between relationship-specific factors and alliance performance. Partial least squares analysis is applied to a data set of 106 strategic alliances, including both equity alliances (joint ventures) and non-equity alliances (contractual alliances). The empirical results reveal that alliance orientation and strategic fit lead to superior alliance performance and that cultural fit is positively related to partner trustworthiness. The results have managerial implications regarding how to maximize the positive outcomes of an alliance.
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Wang, Ya-Hui y Chien-Tai Wu. "The Share Price Responses and Determinants of Strategic Alliances in Taiwan's High-Tech Industry: A Quantile Regression Approach". Review of Pacific Basin Financial Markets and Policies 07, n.º 03 (septiembre de 2004): 355–78. http://dx.doi.org/10.1142/s0219091504000184.
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This article investigates share price responses to strategic alliances in Taiwan's high-tech industry from 1996 to 1999. We analyze the determinants of abnormal returns caused by strategic alliances using a quantile regression estimation procedure. Our empirical findings show that the wealth effect for a strategic alliance is positive, with no evidence of a wealth transfer between alliance partners. In addition, intra-industry alliances show significantly higher abnormal returns than inter-industry alliances. The horizontal and vertical alliances both have significantly positive abnormal returns, but the positive effect of vertical alliances primarily comes from downstream buyers. On the other hand, results from a quantile regression model show that the P/B ratio, director and supervisor shareholding ratios, and R&D ratio are important determinants of abnormal returns of strategic alliance announcements. Our empirical findings are consistent with the argument that the organizational flexibility offered by alliances is valuable to the high-tech industry which needs to cope with a fast-changing environment.
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Muthusamy, Senthil K. y Margaret A. White. "Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View". Organization Studies 26, n.º 3 (marzo de 2005): 415–41. http://dx.doi.org/10.1177/0170840605050874.
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Although social interactions and exchanges between partners are emphasized as imperative for alliance success, comprehensive examination of how social exchanges facilitate learning and knowledge transfer in strategic alliances is lacking. Drawing on social exchange theory, we examined the effects of social exchange processes between alliance partners on the extent of learning and knowledge transfer in a strategic alliance. An empirical examination of data collected from alliance managers of 144 strategic alliances revealed that social exchanges such as reciprocal commitment, trust, and mutual influence between partners are positively related to learning and knowledge transfer in strategic alliances.
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Mehta, Dhawal y Sunil Samanta. "The Nature and Significance of Strategic Alliance". Vikalpa: The Journal for Decision Makers 21, n.º 2 (abril de 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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Bizzi, Lorenzo. "The strategic role of financial slack on alliance formation". Management Decision 55, n.º 2 (20 de marzo de 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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Das, T. K. y Bing-Sheng Teng. "A Resource-Based Theory of Strategic Alliances". Journal of Management 26, n.º 1 (febrero de 2000): 31–61. http://dx.doi.org/10.1177/014920630002600105.
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The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource-based view. The proposed theory covers four major aspects of strategic alliances: rationale, formation, structural preferences, and performance. The resource-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. We note that certain resource characteristics, such as imperfect mobility, imitability, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation. We discuss how the resource profiles of partner firms would determine their structural preferences in terms of four major categories of alliances: equity joint ventures, minority equity alliances, bilateral contract-based alliances, and unilateral contract-based alliances. As part of the theory, we propose a typology of inter-partner resource alignment based on the two dimensions of resource similarity and resource utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. We also discuss how partner resource alignment directly affects collective strengths and inter-firm conflicts in alliances, which in turn contribute to alliance performance. Finally, we develop a number of propositions to facilitate empirical testing of the theoretical framework, suggest ways to carry out this testing, indicate future research directions, and list some of the more significant managerial implications of the framework.
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Klein, Saul y Chekitan Dev. "Partner selection in market-driven strategic alliances". South African Journal of Business Management 28, n.º 3 (30 de septiembre de 1997): 97–104. http://dx.doi.org/10.4102/sajbm.v28i3.794.
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How should one select a strategic alliance partner? An answer to this question is provided by extending the literature on symbiotic marketing and focussing attention on market-driven strategic alliances. Such alliances are defined as long-term inter-firm co-operative relationships that add value for the customer. Value is created by providing the advantages of multiple choice purchase options coupled with the convenience of seamless, one-stop-shopping. This means paying attention to customers and competitors in selecting alliance partners. Market-driven strategic alliances are posited to be more successful when usage and firm complementarity levels are correctly matched with the alliance strategy being pursued.
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Reuer, Jeffrey J. y Africa Ariño. "Contractual Renegotiations in Strategic Alliances". Journal of Management 28, n.º 1 (febrero de 2002): 47–68. http://dx.doi.org/10.1177/014920630202800104.
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This study provides an empirical investigation of the incidence and antecedents of contractual renegotiations in strategic alliances. We bring together initial conditions based on transaction cost theory and ex post contingencies highlighted by recent conceptual and qualitative research on the evolution of collaborative agreements. The results indicate that firms tend to change the governance of alliances when a misalignment exists between the chosen governance structure and features of the transaction. Further, we find that asset specificity affects alliance design as well as post-formation governance decisions. Contractual alterations are also more likely when firms employ less extensive contractual safeguards in their alliances and when a parent firm’s strategy changes. We find no evidence that cross-border alliances are any more or less likely to experience contractual renegotiations than domestic alliances.
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de Lyra, Renato Rodrigues y Teresia Diana Lewe van Aduard de Macedo Soares. "Strategic alliance governance forms". Corporate Ownership and Control 8, n.º 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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Kauser, Saleema y Vivienne Shaw. "The influence of behavioural and organisational characteristics on the success of international strategic alliances". International Marketing Review 21, n.º 1 (1 de febrero de 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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Roh, Yae. "Strategic Alliances:". Journal of Restaurant & Foodservice Marketing 4, n.º 4 (15 de mayo de 2002): 321–32. http://dx.doi.org/10.1300/j061v04n04_10.
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Hancocks, Stephen. "Strategic alliances". British Dental Journal 221, n.º 6 (septiembre de 2016): 277. http://dx.doi.org/10.1038/sj.bdj.2016.659.
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Perks, Helen y Geoff Easton. "Strategic Alliances". Industrial Marketing Management 29, n.º 4 (julio de 2000): 327–38. http://dx.doi.org/10.1016/s0019-8501(00)00110-3.
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Douma, Marc U., Jan Bilderbeek, Peter J. Idenburg y Jan Kees Looise. "Strategic Alliances". Long Range Planning 33, n.º 4 (agosto de 2000): 579–98. http://dx.doi.org/10.1016/s0024-6301(00)00062-5.
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W., G. "Strategic Alliances". Cornell Hotel and Restaurant Administration Quarterly 37, n.º 1 (febrero de 1996): 13. http://dx.doi.org/10.1177/001088049603700108.
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Marcus, Joel S. "Strategic Alliances". Nature Biotechnology 4, n.º 10 (octubre de 1986): 861–62. http://dx.doi.org/10.1038/nbt1086-861.
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Manjunatha, K. "Strategic Alliances". Vikalpa: The Journal for Decision Makers 32, n.º 2 (abril de 2007): 139–46. http://dx.doi.org/10.1177/0256090920070212.
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Rusinov, I. y A. Ouami. "Key Profitability Factors for Strategic Alliances in Shipping Industry". IOP Conference Series: Earth and Environmental Science 988, n.º 4 (1 de febrero de 2022): 042043. http://dx.doi.org/10.1088/1755-1315/988/4/042043.
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Abstract International alliances (or strategic alliances) are combinations of global agreements between linear shipping companies. These agreements were signed in the mid-1990-es, and they include ocean carriers operating the main global routes. Alliances became a crucial phenomenon in shipping in the last few decades. In the past, the cooperation of linear shipping companies stipulated the coordination of prices and volumes. In the last two decades, global alliances of competing companies appear that distribute vessels to increase their operational efficiency and expand service areas. The character of these alliances changed over this period as described in this article. Besides, the authors formulated hypotheses that justify the key determinants impacting the success and efficiency of shipping company alliances. They also provide the results of reliability studies for the data impacting alliance efficiencies, such as the cross-company coordination, organizational training, alliance costs, its duration, and company size.
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Setyadi, Taufik, Hening Widi Oetomo, Khuzaini Khuzaini y Suwitho Suwitho. "The Influence of Strategic Alliance on Competitive Advantage through Market Area and Product Innovation". International Journal of Business Administration 8, n.º 7 (26 de octubre de 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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Abdul Ghani, Ahmad Bashawir y Malcolm Tull. "Alliance formation: A Study of the Malaysian Automobile Supporting Industry". Gadjah Mada International Journal of Business 12, n.º 3 (5 de septiembre de 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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Lo, Fang-Yi, Anastasia Stepicheva y Tzu-Ju Ann Peng. "Relational capital, strategic alliances and learning". Chinese Management Studies 10, n.º 1 (4 de abril de 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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Mamavi, Olivier, Olivier Meier y Romain Zerbib. "Alliance management capability: the roles of alliance control and strength of ties". Management Decision 53, n.º 10 (16 de noviembre de 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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Yu, Baojun, Hangjun Xu y Feng Dong. "Vertical vs. Horizontal: How Strategic Alliance Type Influence Firm Performance?" Sustainability 11, n.º 23 (22 de noviembre de 2019): 6594. http://dx.doi.org/10.3390/su11236594.
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Strategic alliances have become a key focus in the management and marketing literature. However, much of the previous research in this area has focused on the antecedents and accounting effects of strategic alliances. There is an opportunity to more closely examine how alliance types might influence the public equity markets. As a result, this study summarizes the literature for the theoretical foundation of strategic alliances to increase the understanding of the two main types of strategic alliances, that is industry scope (vertical vs. horizontal alliances) and size scope (asymmetric vs. symmetric alliances). Then, this study proposes a conceptual framework to examine the main and relative effects between different types of strategic alliances and firm performance. Using the Bloomberg Mergers and Acquisitions (M&A) database from 1 January 2010 to 1 January 2016, we find that vertical symmetric alliances gain more abnormal returns than others. Finally, implications and limitations are also discussed.
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Cheboi, Daisy Jemuge y Benjamin Mulili. "Strategic Alliances and Firm Competitiveness: A Survey of Supermarkets in Nairobi-Kenya". Journal of Strategic Management 6, n.º 1 (18 de febrero de 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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Ho, Nguyen-Nhu-Y., Phuong Mai Nguyen, Thi-Minh-Ngoc Luu y Thi-Thuy-Anh Tran. "Selecting Partners in Strategic Alliances: An Application of the SBM DEA Model in the Vietnamese Logistics Industry". Logistics 6, n.º 3 (15 de septiembre de 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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Handika, Rebi Fara. "Aliansi Strategis dan Kinerja Perusahaan: Perspektif Teori Institusional". Jurnal Manajemen Stratejik dan Simulasi Bisnis 1, n.º 2 (18 de diciembre de 2020): 83–90. http://dx.doi.org/10.25077/mssb.1.2.83-90.2020.
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Abstract
This paper discussed the company's motive to join a strategic alliance from the institutional theory point of view. The theory views that strategic alliances are considered as the medium to acquire legitimation from the environment. Such legitimation then improves the company’s competitive positions and performance. Further, we propose the framework to discuss the relationship between strategic alliances and a company’s performance. The paper proceeds as follows: in the next section, we discuss the institutional theory, the strategic alliance, and firm performance. Afterward, we develop the propositions and discuss the implications for future empirical research.
Abstrak
Artikel ini membahas motif perusahaan untuk bergabung dengan aliansi strategis dari sudut pandang teori institusional. Teori ini memandang bahwa aliansi strategis dianggap sebagai media untuk memperoleh legitimasi dari lingkungan. Legitimasi tersebut kemudian dipercayai akan meningkatkan posisi kompetitif dan kinerja perusahaan. Selanjutnya, kami mengusulkan framework untuk membahas hubungan antara aliansi strategis dan kinerja perusahaan. Artikel ini akan dilanjutkan sebagai berikut: pada bagian berikutnya, kita membahas teori institusional, aliansi strategis, dan kinerja perusahaan. Setelah itu, kami mengembangkan proposisi dan membahas implikasi untuk penelitian empiris di masa depan.
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Russo, Margherita. "Alliance Management as Source of a Successful Strategy". European Scientific Journal, ESJ 13, n.º 7 (31 de marzo de 2017): 110. http://dx.doi.org/10.19044/esj.2017.v13n7p110.
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In todays global environment, strategic alliances represent an important source of growth and competitive advantage; they allow firms to access new and critical resources and capabilities, to improve competitive position and rapidly to enter a new market In spite of the strategic importance of the alliances, they still exhibit a high failure rate; previous researches show that the half of the alliance formed end up as failure. The low success rate testifies firms difficulties in managing their alliance relationships and in ensuring enough success from them. In global markets, firms exhibit heterogeneity in terms of the overall alliance success; some firms achieve success from their alliance and others fail. Although most companies have realized the importance of strategic alliances, only few of them have developed the needed capabilities to manage them with success. In recent years, empirical studies found that firms with greater alliance success are those ones with superior management capabilities, termed in literature as alliance capabilities. This study is based on the assumption that the heterogeneity in alliance success rate is due to heterogeneity in firms level of management capabilities. Eli Lilly & Companys success in strategic alliances represents a clear example of company that understood the importance of developing an institutionalized approach of alliance management that improves the likelihood of alliance success.
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Zhao, Fang. "Taking a Strategic Alliance Approach to Enhance M-Commerce Development". International Journal of E-Business Research 6, n.º 4 (octubre de 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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Kuznetsova, M. A. y K. Y. Drahan. "The Use of Strategic Alliances in an Innovative Economy". Business Inform 9, n.º 512 (2020): 75–80. http://dx.doi.org/10.32983/2222-4459-2020-9-75-80.
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Global tendencies in recent decades have strengthened competition in world markets, so it is necessary to create such an organizational form that could respond as quickly and efficiently as possible to changes in the external environment. One of these new forms of organization of enterprises is strategic alliances, the development of which has significantly influenced changes in the structure of many industries. Through the creation of strategic alliances, companies join forces and resources to maintain their competitive positions and create new opportunities. In the article, the strategic alliance is seen as an effective form of the companies joining that best meets the criteria for strategic goals. The authors examine types of strategic alliances, the development of which should provide enterprises with access to certain innovations; the goals of creating strategic alliances are specified. It is proved that a case of strategic alliance means conducting joint research, sharing production facilities, exchanging technologies, marketing each other’s products or joining efforts to produce components or final products. It is noted that partnership in strategic alliances is based on flexible organizational forms of cooperation. The authors allocate the problems that interfere with innovation; actions to resolve them are suggested. Prospects for further research in this direction are the analysis of existing strategic alliances in Ukraine, carrying out a study on their status, number and sphere of formation. Also in the future it is planned to distinguish the problems of determining the advantages and disadvantages of creating strategic alliances in Ukraine, and most importantly – to analyze the readiness of the legislative base for their successful development in the country.
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Ireland, R. Duane, Michael A. Hitt y Deepa Vaidyanath. "Alliance Management as a Source of Competitive Advantage". Journal of Management 28, n.º 3 (junio de 2002): 413–46. http://dx.doi.org/10.1177/014920630202800308.
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Strategic alliances are an important source of resources, learning, and thereby competitive advantage. Few firms have all of the resources needed to compete effectively in the current dynamic landscape. Thus, firms seek access to the necessary resources through alliances. We examine the management of strategic alliances using the theoretical frames of transactions cost, social network theory and the resource-based view. Alliances must be effectively managed for their benefits to be realized. Effective alliance management begins with selecting the right partner. Furthermore, alliances must be managed to build social capital and knowledge. To maximize cooperation among the partners, a trust-based relationship must be developed. Therefore, we conclude that managing alliances is crucial for firms to gain competitive advantage and create value with strategic alliances.
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Muthusamy, Senthil Kumar y 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, n.º 2 (enero de 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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Ahwireng-Obeng, F. y O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa". South African Journal of Business Management 32, n.º 3 (30 de septiembre de 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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Nguyen, Dung Ngoc. "Question of Vietnam’s Strategic Alliances - A historical view". Science and Technology Development Journal 16, n.º 2 (30 de junio de 2013): 66–81. http://dx.doi.org/10.32508/stdj.v16i2.1464.
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Alliance is a type of gathering international forces to enhance national power, as well as prevent or stand up against external threats for national security. From time immemorial, states never stopped seeking and building up their alliances to share common interests. In the Cold war, Vietnam has established strategic alliances with communist states, especially with the Soviet Union and China in order to get international supports for national liberation struggle and unification. It was the international alliance based on Marxist ideology; however, the differences of national interests among them made the Vietnam international alliances face to so many difficulties. Since the Cold war ended, the international system has basically changed considerably. Communism broke up. New international centers of power have appeared. Vietnam’s former strategic alliances based on Marxist ideology hardly existed. Facing this situation, Vietnam began enforcing the foreign policy “diversifying and multilateralizing”, under the motto “making friends with all nations around the world”. This does not mean Vietnam neglects looking for her necessary alliances. International alliances after the Cold war are no longer set up upon ideological background, but based on national interests among the states. In the international nowadays conditions and furthermore , Vietnam will have to seek , sooner or later, some main strategic alliances to consolidate her international position and maintain her independence , sovereignty ; carry out modernizing and industrializing the country. In the current and future international setting, Vietnam, sooner or later, must find herself some wide strategic alliances to strengthen her position in international arena and to consolidate her independence and sovereignty on the way to industrialization and modernization. Choosing strategic alliances, for Vietnam, is all the more important as it ensures security not only for Vietnam but also for Indochina and Southeast Asia.
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Lyasko, Alexander K. "Trust , Knowledge Similarity and Cooperation in Coopetitive Strategic Alliances". Economics of Contemporary Russia, n.º 4 (8 de enero de 2020): 39–52. http://dx.doi.org/10.33293/1609-1442-2019-4(87)-39-52.
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Cooperative relationships between rival firms, which engage in interfirm strategic alliances, assume active transfer, reception and recombination of competencies and co-production of novel knowledge. These processes facilitate joint technological development and improve the participating firms’ competitiveness. Nevertheless, competitive interactions between the partners can impede the achievement of the alliance’s cooperative objectives. This paper investigates the impact of trusting attitudes developed between the partners on the effectiveness of interfirm collaboration under conditions of competitive rivalry in the broader industrial environment and similarity of initial knowledge at the partners’ disposal. It offers a number of hypotheses, which determine the interrelationships between the levels of interfirm trust, transaction costs associated with transferring knowledge and the successful attainment of alliance goals. The paper pays specific attention to the effects arising from the commonality of knowledge possessed by cooperating rivals. It also analyzes the influence of particular types of coopetitive strategic alliances on the success of collaborative arrangements under the conditions of knowledge commonality among the partners.
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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, n.º 2 (1 de junio de 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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Christ, Margaret H. y Andreas I. Nicolaou. "Integrated Information Systems, Alliance Formation, and the Risk of Information Exchange between Partners". Journal of Management Accounting Research 28, n.º 3 (1 de julio de 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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Hanna, DUHINETS y NIZHEIKO Kostiantyn. "NTERNATIONAL STRATEGIC ALLIANCES: COOPERATION OF COMPANIES IN THE IT SPHERE". Foreign trade: economics, finance, law 113, n.º 6 (8 de diciembre de 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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Sengupta, Sanjit y Monica Perry. "Some Antecedents of Global Strategic Alliance Formation". Journal of International Marketing 5, n.º 1 (marzo de 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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Kostiantyn, NIZHEIKO. "INTERNATIONAL STRATEGIC ALLIANCES IN THE IT FIELD". Foreign trade: economics, finance, law 116, n.º 3 (15 de junio de 2021): 52–63. http://dx.doi.org/10.31617/zt.knute.2021(116)05.
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Background. International strategic alliances are becoming one of the most appropriate forms of partnership between domestic IT firms and leading foreign IT companies. However, gaining membership in such an alliance without prior planning can result not only in benefits but also significant losses, which are often ignored and not calculated in advance by domestic representatives of the IT-industry. An analysis of recent research and publications has shown that, despite the existence of some scientific developments, the issues related to determining the advantages and disadvantages of international strategic alliances in the field of information technologies remain unresolved. The aim of the article is to identify the advantages and disadvantages of creating international strategic alliances in the field of information technologies. Materials and methods. Methods of theoretical generalization, analysis and synthesis, induction and deduction are applied. Results. The advantages and disadvantages of international strategic alliances in the IT sphere are identified and characterized. The key advantages of creating international strategic alliances in the IT sphere include: maintaining a greater share of autonomy; achieving new goals; expanding the customer base; improving the quality of services, goods; financial infusions; avoidance of tariff and non-tariff restrictions; expanding the database of contacts. The key shortcomings of the creating international strategic alliances in the IT sphere include: loss of autonomy of management and control; «brain»drain; copyright disputes; uneven costs; differences in terminology; cultural and language barriers; unforeseen conflicts. Conclusion. The need for careful substantiation of decisions on the entry of domestic IT companies into the international strategic alliance has been established. It is argued that the advantages and disadvantages of international strategic alliances in the IT field in most cases depend on the position taken by partners in the creation of ISAs.
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Lizak, Piotr. "Kształtowanie się aliansu strategicznego firm Nissan i Renault". Studies of the Industrial Geography Commission of the Polish Geographical Society 20 (1 de enero de 2012): 108–23. http://dx.doi.org/10.24917/20801653.20.7.
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The advancing process of economic globalization and the related increase in market competitiveness compels companies to search for new markets. Internationalisation processes present in all world-economy sectors, including the automotive industry, are manifested in such phenomena as entering into strategic alliances and the change of world corporations production structures. In the world economy, alliances are entered into mainly by high technology enterprises, such as telecommunication, information technology, aviation and automotive industries.In numerous companies, in particular in trans-national ones, there is a tendency to get involved in cooperative activity, carrying out mergers or concluding strategic alliances. Corporate strategic alliances result in the emergence of various space and production links through the creation of network connection systems, organizing world economic space at the same time.Consequently, changes occur in the ownership structure of concerns (concentration of capital), and relocation and delocalization of world production take place.In this context, this article analyses the process of shaping and functioning of the strategic alliance between Nissan and Renault international automotive corporations, as well as presents the benefits of the strategic alliance formed by the mentioned companies.
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Xue, Rui, Gongming Qian, Zhengming Qian y Lee Li. "Environmental turmoil and firms’ core structure dynamism: the moderating role of strategic alliances". Journal of Business & Industrial Marketing 34, n.º 7 (5 de agosto de 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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Rice, John, Tung-Shan Liao, Nigel Martin y Peter Galvin. "The role of strategic alliances in complementing firm capabilities". Journal of Management & Organization 18, n.º 6 (noviembre de 2012): 858–69. http://dx.doi.org/10.1017/s1833367200000493.
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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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Rice, John, Tung-Shan Liao, Nigel Martin y Peter Galvin. "The role of strategic alliances in complementing firm capabilities". Journal of Management & Organization 18, n.º 6 (noviembre de 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.