Gotowe bibliografie tematyczne / Business alliances

Gotowa bibliografia na temat „Business alliances”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 20 lutego 2023

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Artykuły w czasopismach na temat "Business alliances"

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Yarosh-Dmytrenko, Liudmyla, Iryna Martyniak, Alla Domyshche-Medyanyk, Valentyna Lukianets-Shakhova i Tetiana Yasinska. "Business alliances in the economy of EU countries". Revista Amazonia Investiga 11, nr 53 (4.07.2022): 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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Mamavi, Olivier, Olivier Meier i Romain Zerbib. "Alliance management capability: the roles of alliance control and strength of ties". Management Decision 53, nr 10 (16.11.2015): 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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Ahwireng-Obeng, F., i O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa". South African Journal of Business Management 32, nr 3 (30.09.2001): 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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SPIETH, PATRICK, i SVENJA MEISSNER NÉE SCHUCHERT. "BUSINESS MODEL INNOVATION ALLIANCES: HOW TO OPEN BUSINESS MODELS FOR COOPERATION". International Journal of Innovation Management 22, nr 04 (maj 2018): 1850042. http://dx.doi.org/10.1142/s1363919618500421.

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While rethinking their business model (BM), incumbents increasingly rely on alliance partners to provide additional resources. The resulting business model innovation alliance (BMIA) focusses on the joint commercialisation of the alliance results via a shared BM. Our findings from an in-depth case study show differences between BMIAs and more common types of alliances, such as development alliances, regarding three dimensions: dynamic, relational and architectural. On this basis, we developed an integrative framework, by combining our results, with Amit and Zott’s BM design framework that enables firms to open up their BM in order to exploit the full potential of BMIAs for BMI. In addition, we contribute to extant literature on BMI by introducing BMIAs as a means to BMI in established firms. Furthermore, we close the gap between open innovation and BMI literature by illustrating how to open up the BM in order to tackle the challenges arising from BMIAs.
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Mehta, Dhawal, i Sunil Samanta. "The Nature and Significance of Strategic Alliance". Vikalpa: The Journal for Decision Makers 21, nr 2 (kwiecień 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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Morton, S. "MAKING ALLIANCES WORK". APPEA Journal 40, nr 1 (2000): 581. http://dx.doi.org/10.1071/aj99037.

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Alliances. Partnerships. Joint ventures. Interdepartmental initiatives. Co-ops. Cross cultural projects. Call them what you will, a new wave of networked endeavours has swept through today's business environment, with companies and organisations collaborating now as never before. This collaboration occurs not only between non-competitive, similar business entities and legally-bound business associates, but between competitors and corporate 'odd couples' as well.Whether matters concern an alliance between companies of differing industries, a partnership with former competitors, or a quantum leap in internal collaboration, alliances can yield remarkable, measurable, profitable and heretofore impossible performance results. Success, however, calls for new ways of thinking and working. The environment within an organisation must foster openness, a willingness to develop new behaviours, set new precedents, create new possibilities and break new ground.In many cases, however, the preconceived notions of the alliance members about what is required for a sound alliance keep the venture from realising its hoped-for success. To build a successful alliance and sustain it through difficulties, challenges and conflict, the preconceived notions and common misconceptions surrounding alliances must be explored and alternative views generated.
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Kinderis, Remigijus, i Giedrius Jucevičius. "STRATEGIC ALLIANCES – THEIR DEFINITION AND FORMATION". Latgale National Economy Research 1, nr 5 (21.10.2013): 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, nr 8 (19.08.2021): 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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Parkhe, Arvind. "Global business alliances". Business Horizons 43, nr 5 (wrzesień 2000): 2–3. http://dx.doi.org/10.1016/s0007-6813(00)80002-6.

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Zhao, Fang. "Taking a Strategic Alliance Approach to Enhance M-Commerce Development". International Journal of E-Business Research 6, nr 4 (październik 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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Rozprawy doktorskie na temat "Business alliances"

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Scriffignano, Anthony James. "Strategic Asymmetric Multicultural Alliances in Business". Antioch University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1278017139.

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Michaelis, Ralph. "A study of alliance formation and alliance mode choice for non-equity strategic alliances in the high technology sector". Thesis, University of Ottawa (Canada), 1996. http://hdl.handle.net/10393/9703.

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The objective of this research was to broadly study the topic of non-equity strategic alliances in the high technology sector. The a priori assumptions were that non-equity alliances were different, and that treatment of non-equity alliances in high technology firms was different from other industries. The objectives of the study were to understand: (a) why are non-equity alliances chosen in the high technology sector; (b) what roles do strategy and core competencies play in the choice of non-equity alliances; and (c) what role do technology and market factors play in high technology alliances? This study investigated twelve alliance formation decisions among three firms in the Ottawa-Carleton Region, in Ontario, Canada. The firms in the sample ranged in size from $150 million in annual revenues, to more than \$10 billion. The partner organizations reflected an international scope with headquarters in Japan, Europe and North America. The sample covered non-equity strategic alliances formed from 1990 to 1996. (Abstract shortened by UMI.)
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Gray, David Michael Marketing Australian School of Business UNSW. "A competency based theory of business partnering : an empirical study of Australian business-to-business partnerships". Awarded by:University of New South Wales. School of Marketing, 2006. http://handle.unsw.edu.au/1959.4/23302.

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This research, conceptualizes, operationalises and empirically tests a competency-based theory of business-partnering performance within an Australian business-partnering context. Drawing on theory from social psychology and marketing, the research integrates a number of theoretical approaches including resource-based theory, competency based theory, relational factors view, relational interaction theory, and competitive advantage theory to explain why some business partnerships are more successful than others are. The results use a ???process model of business-partnering??? performance to explain the interaction process through which business partners exploit the available partnering related ???operant resources??? and how these resources influence the performance of business partnerships and their ability to achieve a competitive advantage. Specifically, this research investigates a number of important internal resources, which facilitate the building, and maintaining of external businesspartner relations including ???joint alliance competence???, ???joint alliance structure???, ???interpersonal relational competence??? and ???market orientation???. This research shows that an adequate understanding of how these ???operant resources??? are deployed/accessed and co-created by the business partners to achieve a competitive advantage requires integration of ???relational interaction theory??? into ???resource-based theory??? and ???competency-based theory???. The results of this research show that those firms that pursue business partnerships as a competitive strategy can improve performance by engaging in a range of activities, which facilitate the building of ???relational capital??? of the partnership. The results provide support for conclusion that ???communication behaviour??? is a central and important mediating variable in the performance of business partnerships. Overall, the findings are consistent with the literature in finding support for the notion that ???joint alliance competence??? is a direct antecedent of businesspartnering performance. There is support for the notion that the partnership???s ability to govern and manage itself is an important determinant of ???communication behaviour??? and ???co-ordination behaviour???. The results identified ???market orientation???, ???co-ordination behaviour??? and ???relational capital??? as all having a direct influence on business-partnership profitability. Finally, given the relatively high failure rates of business partnerships this research provides greater opportunity for a discussion of the kinds of intervention strategies that could be used to minimise the risk of failure and/or to improve partnership performance. Keywords: competency, alliance, business partnership, relationship marketing, businesspartnering competency, relational factors view, resource based view, relational interaction theory, market orientation, interpersonal relational competency, alliance structure, process model.
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Holmgren, Henrik, Colin Platt i Johan Svennerholm. "Capacity Performance Measures in International Airline Alliances : The case of Star Alliance". Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1301.

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Background

Strategic alliances have become increasingly popular within the business world, they can be seen as a way to improve the total output of the firm. Over the last 10 years, the industry endured trying times, the most notable being the events of September 11, 2001. That event drastically changed airline traveling all across the world. It also showed the importance of collaborations in order to stay competitive. Star Alliance began in 1997 and has since then grown into

the world’s largest airline alliance with a total market share of 25.1%.

Purpose

The raison d’être of this study is to quantify and analyze the augmentation of load factors over time, in terms of distribution, as they pertain to capacity performance of allied carriers within Star Alliance.

Method

In order to fulfill the purpose, a deductive approach to the research has been taken. Furthermore, due to the nature of the data, a quantitative approach has been used within. Two hypotheses will be stated and several research questions as well.

Result

It can be clearly seen that distribution of load factors has transformed during the years. There is a shift in both the skewness and the kurtosis of the distributions that can be seen when examining the frequency distribution charts. The kurtosis increases and the skew decreases, measures that are positive for the airlines, while the anomalies of 0% and 100% load factor have remained stable throughout the years. A general increase in the average load factors has also been seen.

Conclusion

By analyzing the empirical findings, it is clear that the load factor of the allied members has increased and that the proportion of the denied boardings decreased in relation to the average load factor. This means that the alternative hypothesis was accepted in the first hypothesis and that the second alternative hypothesis was accepted in the second hypothesis. The research also reveals a generally increased mean which together with the changes in the skew and kurtosis lead to an acceptance of the beta distribution. Furthermore, higher load factors were shown to have a strong correlation with the increase in efficiency and decrease in overselling.

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Horton, Veronica Clare. "Strategic alliances : an exploration of their incidence, configuration and transformation in Europe, North America and the Pacific Rim from 1985 to 1991". Connect to resource, 1992. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1267632854.

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Linnarsson, Håkan. "Alliances for innovation : a structural perspective on new business development in cooperative ventures". Doctoral thesis, Handelshögskolan i Stockholm, Institutionen för Marknadsföring och strategi, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-517.

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The innovation race, with ever-shortening product lifecycles and esca­lating innovation costs, has made alliances for innovation a central competitive strategy at many firms. Alliances provide access to a broader pool of knowledge that would be difficult to develop inside the firm, as well as a way of sharing risks. However, many innovation-based alliances fail. The literature argues that one important reason for this is the tension created by the contradictory recommendations of alliance management, whereby fixed contracts are stressed, and the recommendations for the innovation management of flexible and adaptable structures in order to support the innovation process. This thesis addresses the tension between the contractual logic of alliances and the dynamics of innovation by studying how different alliance structures, e.g. structures for coordination and communication, and innovation structures, e.g. modularity, can interact when shaping the innovation process. Based on in-depth studies of the innovation process in nine innovation-based alliances, the main contribution made by this thesis is a process model for managing innovation-based alliances. A central conclusion is that the structure of the alliance and the design of the innovation have to be adapted to each another in order to enable progress during the innovation process. The process model for innovation-based alliances consists of three phases; exploration, alignment, and commercialization. Important challenges during each phase are identified and different ways of managing these challenges are suggested. Although there is no shortcut to a successful innovation-based alliance, many difficulties can be avoided if management forms and subsequently adapts various alliance structures, in addition to the internal and external design of the innovation, so that the alliance and innovation become aligned. This alignment requires management to approach the alliance and innovation processes as one coalesced process whose character depends on the variety of the innovation.
Diss. (sammanfattning) Stockholm : Handelshögskolan, 2005
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Fan, Tak-yu David. "An analysis on business networks of the vertical transportation industry in Hong Kong /". Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17983460.

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Kann, Glenda May. "Strategic alliances : the impact on organisational form". Thesis, Queensland University of Technology, 2000. https://eprints.qut.edu.au/36345/1/36345_Kann_2000.pdf.

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Around the world businesses are seeking to utilise new technologies and new approaches to improve their production processes and services and maintain competitiveness. Alliance partnerships are an area of increasing interest to businesses large and small. They enable organisations to share technology, obtain funding, produce better quality products and services, to increase market access and obtain strategic organisational assistance. However, a high percentage of alliances continue to fail across a wide range of industries. The primary objectives of this thesis are: • To make an exploratory study of the intraorganisational changes that can occur and examine to what extent these factors affect the success of alliances. • To investigate the actual levels of interaction of partners in an alliance relationship and the degree to which the alliance activity and management encroaches into the strategic decision making process of both parties in the alliance. • To explore some theoretical issues relating to strategic alliance activity. When organisations enter into alliances some organisational characteristics need to be reviewed to allow them to become more suited to the alliance relationship. Organisations require greater efficiency in identifying suitable environments for successful alliances in the negotiating and planning stages, and when developing the procedural and cultural characteristics suited to proposed partnerships. This thesis analysed three areas: organisational structure, management and human resources, and communications and interface relationships. Other characteristics such as managerial procedures, organisational culture, organisational design and strategic planning are incorporated within these three main areas.
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Coetzee, Elsie Margaretha. "Strategic communication in alliances : perceptions of alliances partners on relationship outcomes". Diss., Pretoria : [s.n.], 2008. http://hdl.handle.net/2263/29790.

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Organisations experience increased social, political and economic pressure that is evident in the increased pressure that stakeholders place on organisations. Organisations increasingly realise that stakeholders’ values and objectives need to be incorporated into organisational strategy as well as the day-to-day management of the organisation. Organisational success and survival consequently depends on the organisation’s network of relationships, which provide the organisation with otherwise inaccessible resources and a competitive advantage. Organisational relationships offer the best solution towards illustrating the value of public relations and communication in the organisation. These relationships enable the organisation to attain its long- and short-term goals. Communication is a key influencer of the success of these relationships and communication managers are consequently better adept to manage these relationships. The relationship perspective of communication posits that public relations and communication managers should act in a boundary spanning role by balancing the interests of companies and stakeholders through effective relationship management. A shift has consequently occurred from purely communication management towards building mutually beneficial relationships between an organisation and its key stakeholders. There has also been an increased recognition of the need for strategically managed communication programs that can effectively contribute to organisational success. Strategic communication assists an organisation to adapt to its stakeholder environment by feeding into the organisation’s strategy formulation process intelligence with regards to strategic stakeholders, which, in turn, assists in building mutually beneficial relationships with these stakeholders. Communication managers’ efforts towards the effective management of organisational relationships has been hampered by the lack of current literature on organisational relationships, a lack of knowledge regarding the factors that influence these relationships, as well as the lack of a reliable and quantifiable definition of organisational relationships. Knowledge on these key areas could enable communication managers to manage these relationships effectively through strategic communication that is characterised by open and two-way communication. This study aimed to determine the connection between organisational relationships and organisational success by investigating the relationship between organisational alliances (as a specific form of organisational relationship) and goal attainment. The three-stage model of organisational relationships proposed by Grunig and Huang (2000:34) was applied to organisational alliances in order to determine this relationship, as well as to determine the influence of key constructs like type of industry, type of alliance, duration of the alliance and the size of the organisation. The reliability of using this framework, specifically the relationship outcomes proposed by the three-stage model, was investigated. The relationship outcomes (trust, commitment, relational satisfaction and control mutuality) were positively related to perceptions of goal attainment. This implies that if trust, commitment, relational satisfaction and control mutuality increases in an organisational alliance, the perceptions of goal attainment also increase within that organisational relationship. These findings suggest that effective communication contributes to perceptions of goal attainment within organisational relationships. It offers public relations and communication practitioners a means to demonstrate the contribution of this function to organisational success. High correlations between the relationship outcomes reflected current findings on these outcomes and a factor analysis indicated that only one factor was being measured – the organisational relationship itself. The study proposed an improved measurement instrument for reliably measuring organisational relationships (Cronbach Alpha = 0.93). The type of industry, type of alliance, duration of the alliance as well as the size of the organisation did not have a significant influence on the relationship outcomes or the proposed measure of organisational relationships. This implies that the current proposed measurement instrument can be applied to numerous contexts. A general linear model was applied to goal attainment (as the dependent variable) and the relationship outcomes (as the independent variables) in order to determine the specific contribution of each relationship outcome on perceptions of goal attainment. The regression analysis indicated that control mutuality was the greatest influencer of perceptions of goal attainment within alliances. A noticeably low influence of trust was also measured. These findings were obtained through the use of an e-mail survey that obtained cross-sectional data, where 154 alliances were observed (n=154). The study contributed to present literature on organisational relationships by using Grunig and Huang’s (2000:43) three-stage model to explain the relationship between perceptions of goal attainment and the relationship outcomes in alliances within the South African context. Strategic communication management provides a solution to a key organisational issue – the organisation’s interdependence with the stakeholders in its environment and how these stakeholders can better be managed in order to more effectively contribute towards organisational success. Communication managers can demonstrate their value by effectively managing key organisational relationships like alliances by integrating these relationships into organisational strategy. These successful organisational relationships also contribute towards organisational sustainability by enabling the organisation to attain its long- and short-term goals.
Dissertation (MCom)--University of Pretoria, 2008.
Communication Management
MCom
Unrestricted
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Gupta, Vishal K. "Firm strategy and knowledge management in strategic supply chain relationships a knowledge-based view /". Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4431.

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

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1953-, Beamish Paul W., red. Strategic alliances. Cheltenham: Edward Elgar Publishing, 1998.

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J, Kelly Micheál, red. Cases in alliance management: Building successful alliances. Thousand Oaks, Calif: SAGE Publications, 2007.

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Reuer, J. J. Entrepreneurial alliances. Boston: Prentice Hall, 2011.

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Jonathan, Reuvid, i Institute of Directors, red. Managing business partnerships. London: Kogan Page, 2000.

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Mockler, Robert J. Multinational strategic alliances. Chichester: Wiley, 2000.

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Multinational strategic alliances. Chichester: Wiley, 1999.

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Business abroad. Houston, Tex: Gulf Pub., Co., 1996.

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Refik, Culpan, red. Multinational strategic alliances. New York: International Business Press, 1993.

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1944-, Ford David, red. Managing business relationships. Chichester [England]: J. Wiley, 1998.

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Managing business relationships. Wyd. 3. Hoboken, N.J: Wiley, 2011.

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Części książek na temat "Business alliances"

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Müller, Claudia, i Rajesh Kumar. "Managing business alliances". W Indian Business, 209–19. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315268422-17.

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Wynn-Williams, Michael. "Global Strategic Alliances". W Managing Global Business, 259–82. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-34826-5_11.

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Ronit, Karsten. "Alliances of corporations and associations". W Global Business Associations, 90–114. Abingdon, Oxon ; New York, NY : Routledge, 2018. | Series: Routledge global institutions series: Routledge, 2018. http://dx.doi.org/10.4324/9781315660165-4.

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Bygrave, Constance. "Cross-Sector Alliances". W Humanistic Perspectives on International Business and Management, 179–97. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137471628_14.

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Encheva, Sylvia, i Sharil Tumin. "Effectiveness of Business Alliances Partnerships". W New Directions in Intelligent Interactive Multimedia Systems and Services - 2, 43–52. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-02937-0_5.

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Lew, Yong Kyu, i Rudolf R. Sinkovics. "Practices of Innovation in Mobile Computing Alliances". W International Business, 242–61. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137007742_14.

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Shenkar, Oded, Yadong Luo i Tailan Chi. "Building and Managing Global Strategic Alliances (GSAs)". W International Business, 453–81. Wyd. 4. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003034315-16.

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Shimasaki, Craig D. "Strategic Alliances and Corporate Partnerships". W The Business of Bioscience, 197–204. New York, NY: Springer New York, 2009. http://dx.doi.org/10.1007/978-1-4419-0064-7_12.

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Glaister, Keith W. "Networks and alliances". W The Routledge Companion to the Geography of International Business, 43–59. First Edition. | New York : Routledge, 2018. | Series: Routledge companions in business, management & accounting: Routledge, 2018. http://dx.doi.org/10.4324/9781315667379-3.

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Jørgensen, Sveinung, i Lars Jacob Tynes Pedersen. "Alliances Rather than Solo-runs". W RESTART Sustainable Business Model Innovation, 121–33. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-91971-3_9.

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Streszczenia konferencji na temat "Business alliances"

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Musa, Soebowo. "The Roles of Strategic Alliances, Innovation Capability, and Cost Reduction Towards Customer Loyalty and Firm's Competitive Advantage". W 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_230.

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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 a disruptive 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. Most strategic alliances focus on the strategic alliances partner-to-partner in serving their customers. Consumer behaviour has changed due to disruptive forces that make firms' strategic focus more on human-centric business approaches. This study looks at the roles of strategic alliances in the partner-to-customer relationship, innovation capability, and cost reduction toward customer loyalty and competitive advantage. Data was collected from 335 respondents from the firms that have entered into strategic alliances. This study finds strategic alliances have the highest association with cost reduction, followed by their association with innovation capability. Strategic alliances enhance customer loyalty through innovation capability. Cost reduction is not a lever to develop customer loyalty in the strategic alliance 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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LEHENE, Cosmin Florin. "AN EMPIRICAL INVESTIGATION OF ALLIANCE PORTFOLIO STRATEGIES OF MEDIUM AND LARGE COMPANIES OPERATING IN ROMANIA". W International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/03.01.

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In this paper we have investigated the alliance portfolio strategies of best performers medium and large companies operating in Romania. Adapting, shaping, and stabilizing alliance portfolio strategies were investigated based on an existent theoretical framework, but extending the criteria used to evaluate each type. Based on a qualitative and quantitative analysis of the answers provided by 46 companies we found divergent patterns of adoption of alliance portfolio strategies by companies in our sample. From the 46 companies considered in our study 16 implemented a shaping alliance portfolio strategy. Thus, these companies used alliances to shape the environment according to company’s strategy. In addition, 17 companies implemented an adapting alliance portfolio strategy using alliances to adapt, respectively 13 companies resorted to a stabilizing alliance portfolio strategy using alliances to stabilize their environment. At molecular level, we found that most of medium size firms resorted to an adapting alliance portfolio strategy (11 companies) while most of large companies appealed to a shaping alliance portfolio strategy (15 companies). We also found that most MNC resorted to alliances either to shape or stabilize the environment as part of their strategy in Romania. Using alliances to adapt to their environment as part of their strategy was mostly used by Romanian companies. Moreover, we found that all companies operating in a younger industry resorted to a shaping alliance portfolio strategy, while for those operating in more mature industries the patterns were more diverse and equilibrated. For all these variables the alliance portfolio strategies were also separated investigated in detail. The findings in this paper might have implications for international business and strategic management scholars, particularly those studying strategy topics in Eastern Europe.
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Beer, C. Neil. "Space Industry Growth and Business Alliances". W Coherent Laser Radar. Washington, D.C.: Optica Publishing Group, 1995. http://dx.doi.org/10.1364/clr.1995.tuc4.

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The growth of space science and commerce is a high priority in the state of Colorado. Various alliances among federal and state government agencies and the business community will foster growth in space access and create new opportunities. Activities in this area are discussed.
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Aleshkova, D. V. "Innovation Management In Business Structures Of Strategic Alliances". W Global Challenges and Prospects of The Modern Economic Development. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.04.02.11.

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Hawryszkiewycz, I. T. "A strategic approach to connectivity in business alliances". W the 1997 ACM SIGCPR conference. New York, New York, USA: ACM Press, 1997. http://dx.doi.org/10.1145/268820.268869.

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Ciucan-Rusu, Liviu, i Mihai Timus. "Innovation Alliances in The Context of Quadruple Helix Entrepreneurial Ecosystem". W International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/05.

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In nowadays economic environment the collaboration between actor of quadruple helix (academia, public authorities, businesses and support organizations) is crucial. First, because universities are sources of fresh ideas and competences which lead the innovation and second, businesses can offer the pragmatic approach of using these, while public polices struggle to ensure the sustainability of local economic development. We assume that needs of academia and businesses meets at some point. The challenge in this case is to identify these needs and put together the value which can bring each of the parts. Our study aims at identifying the needs of all stakeholders and promote collaboration between them in the context of University as an innovation hub. A survey was conducted during the first quarter of 2020 and data was collected from target group Centre Region of Romania. By the data collected we intend to ensure a better understanding of needs and develop roadmaps of building an entrepreneurial partnership. These actions will support the development process of the university as a local innovation hub. The main aims of the survey were followed: testing the topics of interest on which stakeholders can and intend to collaborate, what are the types of collaboration and if exist the understanding of advantages of collaboration between academia and local businesses and public institutions. The most popular topics of collaboration are: Business, ICT and Finance and Banking. The most popular types of collaborations are common projects for funding competitions followed by common research and development projects in mixed teams and common events, workshops and conferences.
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Lee, Jungah, i Seongho Kim. "A Study on Moderating Effects of Culture on Business Performance and Strategic Alliances". W Business 2014. Science & Engineering Research Support soCiety, 2014. http://dx.doi.org/10.14257/astl.2014.70.10.

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Wang, Yuchen, Jinlong Zhang, Jianci Wang i Xiaoli Chong. "Inter-organization Collaboration Management in Dynamic Virtual Alliances". W 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.18.

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Wen, Ya-lan, i Ching-chih Wen. "Factors Impact on e-Business Alliances Establishing Stage in Taiwan". W 2006 International Conference on Computational Inteligence for Modelling Control and Automation and International Conference on Intelligent Agents Web Technologies and International Commerce (CIMCA'06). IEEE, 2006. http://dx.doi.org/10.1109/cimca.2006.96.

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"INTERNATIONAL AVIATION ALLIANCES AS A MODERN FORM OF INTERNATIONAL BUSINESS". W Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-2-210/216.

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Raporty organizacyjne na temat "Business alliances"

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Bliss, Gary L. Revolution in Business Affairs: Strategic Business Alliances in Army Transformation. Fort Belvoir, VA: Defense Technical Information Center, styczeń 2002. http://dx.doi.org/10.21236/ada401960.

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