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Thematische Bibliographien / Business alliances / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Business alliances“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 25. Juli 2025

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1

Yarosh-Dmytrenko, Liudmyla, Iryna Martyniak, Alla Domyshche-Medyanyk, Valentyna Lukianets-Shakhova, and Tetiana Yasinska. "Business alliances in the economy of EU countries." Revista Amazonia Investiga 11, no. 53 (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 al

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Mehta, Dhawal, and Sunil Samanta. "The Nature and Significance of Strategic Alliance." Vikalpa: The Journal for Decision Makers 21, no. 2 (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

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SPIETH, PATRICK, and SVENJA MEISSNER NÉE SCHUCHERT. "BUSINESS MODEL INNOVATION ALLIANCES: HOW TO OPEN BUSINESS MODELS FOR COOPERATION." International Journal of Innovation Management 22, no. 04 (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 enab

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Ahwireng-Obeng, F., and O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa." South African Journal of Business Management 32, no. 3 (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

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Morton, S. "MAKING ALLIANCES WORK." APPEA Journal 40, no. 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 lea

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Mamavi, Olivier, Olivier Meier, and Romain Zerbib. "Alliance management capability: the roles of alliance control and strength of ties." Management Decision 53, no. 10 (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)

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Kinderis, Remigijus, and Giedrius Jucevičius. "STRATEGIC ALLIANCES – THEIR DEFINITION AND FORMATION." Latgale National Economy Research 1, no. 5 (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 literatur

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Čirjevskis, Andrejs. "Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance." Journal of Risk and Financial Management 14, no. 8 (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, inte

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Warih Wulandari, Lastiani. "Strategic Alliance Implementation In the Development of Wellness Tourism Trends (Case Study of Putri Kedaton Yogyakarta Indonesia)." Asian Journal of Social and Humanities 3, no. 3 (2024): 573–82. https://doi.org/10.59888/ajosh.v3i3.462.

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The growing demand for health tourism presents significant opportunities for tourism players around the world. This paper examines business ethics in the implementation of strategic alliances as an important response to capitalize on the current emerging trend of Health Tourism. Based on case studies and relevant literature, this research employs a qualitative approach using descriptive analysis to investigate the benefits and challenges associated with forming alliances in the health tourism landscape as a form of corporate responsibility towards ethical business. Data is collected through li

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Zhao, Fang. "Taking a Strategic Alliance Approach to Enhance M-Commerce Development." International Journal of E-Business Research 6, no. 4 (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 do

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Prasad, Acklesh, Peter Green, and Jon Heales. "On Governing Collaborative Information Technology (IT): A Relational Perspective." Journal of Information Systems 27, no. 1 (2012): 237–59. http://dx.doi.org/10.2308/isys-50326.

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ABSTRACT Organizations today invest in collaborative IT to engage in collaborative alliances to sustain or improve their competitive positions. Effective use of this collaborative IT in an alliance requires a deeper understanding of their governance structures. This effort is to ensure the sustainability of these alliances. Through the relational view of the firm, we suggest relational lateral IT steering committees, relational IT operational committees, and relational IT performance management systems as IT governance structures for collaborative alliances. We then incorporate these structure

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Christ, Margaret H., and Andreas I. Nicolaou. "Integrated Information Systems, Alliance Formation, and the Risk of Information Exchange between Partners." Journal of Management Accounting Research 28, no. 3 (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

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Zhou, Yilu, and Yuan Xue. "ACRank: a multi-evidence text-mining model for alliance discovery from news articles." Information Technology & People 33, no. 5 (2020): 1357–80. http://dx.doi.org/10.1108/itp-06-2018-0272.

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PurposeStrategic alliances among organizations are some of the central drivers of innovation and economic growth. However, the discovery of alliances has relied on pure manual search and has limited scope. This paper proposes a text-mining framework, ACRank, that automatically extracts alliances from news articles. ACRank aims to provide human analysts with a higher coverage of strategic alliances compared to existing databases, yet maintain a reasonable extraction precision. It has the potential to discover alliances involving less well-known companies, a situation often neglected by commerci

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Tsai, Chung-Ju, Tzong-Ru (Jiun-Shen) Lee, Szu-Wei Yen, and Per Hilletofth. "Operational process stages of brand alliances." European Business Review 27, no. 4 (2015): 389–408. http://dx.doi.org/10.1108/ebr-04-2014-0038.

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Purpose – The purpose of this research is to investigate how companies in the reinforcing bar industry and the construction industry operate and implement brand alliances. Design/methodology/approach – This research uses a qualitative interview survey and the grounded theory method to extract key factors of brand alliance development and management in the targeted industries. The interview survey included six managers from different construction companies in Taiwan. Findings – This research identifies four common firm-level operational process stages (core categories) of brand alliances includ

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Parkhe, Arvind. "Global business alliances." Business Horizons 43, no. 5 (2000): 2–3. http://dx.doi.org/10.1016/s0007-6813(00)80002-6.

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Shenkar, Oded, and Ilgaz Arikan. "Business as International Politics: Drawing Insights from Nation-State to Inter-Firm Alliances." Business and Politics 11, no. 4 (2009): 1–31. http://dx.doi.org/10.2202/1469-3569.1241.

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This paper broadens the scope and depth of business alliance research by way of interdisciplinary enrichment. The paper draws on the political science literature on nation-state alliances to generate insights into the establishment, operations and performance of inter-firm alliances. Shared theory bases of game theory and transaction cost economics, as well as theories, variables and research findings indigenous to political science are posited as a platform from which propositions regarding inter-firm alliances are derived.

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Ellram, Lisa M. "International Purchasing Alliances: An Empirical Study." International Journal of Logistics Management 3, no. 1 (1992): 23–36. http://dx.doi.org/10.1108/09574099210804787.

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In this exploration of formal international purchasing alliances, a broad overview of why firms become involved in international purchasing alliances is developed. Then, using a data base developed based on formalized international alliance activity reported in The Wall Street Journal, characteristics of international alliances are explored. The research also uses exploratory case studies to corroborate and develop a deeper understanding of international purchasing alliances. Implications of international alliance involvement for the purchasing function are also discussed.

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Zhi-hong, Song, Yan Xin-hong, and Lee Dong-mei. "Characteristics of inter-firm technological alliances and stock market reactions——Empirical evidence from listed firms in China's IT industry." International Journal of Business Management and Technology 3, no. 1 (2023): 139–49. https://doi.org/10.5281/zenodo.7655647.

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Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteris

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Harada, Yoshimi, Huayi Wang, Kota Kodama, and Shintaro Sengoku. "Drug Discovery Firms and Business Alliances for Sustainable Innovation." Sustainability 13, no. 7 (2021): 3599. http://dx.doi.org/10.3390/su13073599.

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Biotech startup firms developing pharmaceutical seeds from scientific and technological innovation are burdened by significant Research & Development (R&D) expenses, long-term R&D operations, and low probability of R&D success. To address these challenges while sustainably creating innovations and new drugs, business alliances with existing pharmaceutical companies are one of the most important issues on the management agenda. The present study explores the necessity and significance of business alliances with pharmaceutical companies for the development of drug-discovery by Ja

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

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

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Milne, George R., Easwar S. Iyer, and Sara Gooding-Williams. "Environmental Organization Alliance Relationships within and across Nonprofit, Business, and Government Sectors." Journal of Public Policy & Marketing 15, no. 2 (1996): 203–15. http://dx.doi.org/10.1177/074391569601500203.

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Alliances are being used by environmental organizations to achieve their mission of improving the natural environment. Many of these alliances have been formed within the nonprofit sector, whereas others have been formed across economic sectors with government agencies and businesses as partners. The authors discuss two studies that examine differences among alliances formed by environmental organizations with (1) government agencies, (2) for-profit businesses, and (3) other environmental organizations. In Study 1, which is based on a national survey of environmental organizations, they examin

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Muthusamy, Senthil Kumar, and Parshotam Dass. "When “trust” becomes more or less salient for alliance performance? Contextual effects of mutual influence, international scope, and coopetition." Journal of General Management 46, no. 2 (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

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Maikel Rudianto, Unggul Purwohendi, and Budi Santoso. "ANALYSIS OF THE PERFORMANCE DETERMINANTS OF THE ALLIANCE STRATEGY EMPIRICAL STUDY ON LEARNING GUIDANCE IN DKI JAKARTA." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 3, no. 2 (2021): 82–110. http://dx.doi.org/10.21009/jdmb.03.2.5.

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The alliance strategy is one solution to the speed of competition in the business or business world. Strategic alliances are cooperative strategies in the form of partnerships that help unify each party's strengths to mutually benefit in the form of benefits and long-term competitiveness in the market. The alliance's strategy can be assessed as successful or not by measuring the strategic alliance's performance because the most commonly used alliance measure is performance. Whether or not an alliance strategy adopted by a company is healthy is to evaluate its alliance strategy's implementation

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Prihandono, Dorojatun, Andhi Wijayanto, and Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses." Problems and Perspectives in Management 19, no. 3 (2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.

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Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examin

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Ding, Zhixuan, Liangyifan Gu, Liyan He, and Xiangyun Zhao. "Strategy in Business Planning for Acquisitions and Alliances." Advances in Economics, Management and Political Sciences 20, no. 1 (2023): 197–202. http://dx.doi.org/10.54254/2754-1169/20/20230194.

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This study investigates how companies view acquisitions and alliances in the context of both their internal and external factors when developing strategies for their own business development choices. By referring to a large volume of relevant literature and incorporat-ing case studies of AT&T and Time Warner and Enterprise and Pioneer, this paper identi-fies the role of acquisitions and alliances in business development. It is widely known that while both acquisitions and alliances can be used to avoid barriers to entry into a new in-dustry to the greatest extent potential for a company, m

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de Man, Ard-Pieter, and Dave Luvison. "Sense-making's role in creating alliance supportive organizational cultures." Management Decision 52, no. 2 (2014): 259–77. http://dx.doi.org/10.1108/md-02-2013-0054.

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Purpose – The aim of this paper is to analyze the way in which organizational culture affects alliance performance. The literature has begun to focus on intra-firm antecedents of alliance success, but so far has mainly focused on structural aspects like the presence of an alliance department. This paper proposes that interrelated processes of sense-making in alliances and sense-making about alliances shape organizational culture to make it more supportive of alliances. Design/methodology/approach – A survey was developed to operationalize an alliance supportive culture construct. Results from

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Pangarkar, Nitin, and Saul Klein. "Bandwagon Pressures and Interfirm Alliances in the Global Pharmaceutical Industry." Journal of International Marketing 6, no. 2 (1998): 54–73. http://dx.doi.org/10.1177/1069031x9800600208.

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This study examines the applicability of a bandwagon explanation for interfirm alliances in the global pharmaceutical industry. A sample of alliances undertaken by 43 firms, with headquarters in the United States, Europe, and Japan, in the period 1975 to 1989, was analyzed. Bandwagon pressures, measured by the proportion of other firms in one's peer group undertaking alliances and their average number of alliances, was found to influence both the probability that a firm will undertake at least one alliance and the number of alliances it undertakes.

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Vicentin, Flavia Oliveira do Prado, Simone Vasconcelos Ribeiro Galina, Marlon Fernandes Rodrigues Alves, and Adriana Backx Noronha Viana. "Asymmetric effects of alliance intensity on absorptive capacity: the differences between potential and realized capacities." Journal of Small Business and Enterprise Development 28, no. 5 (2021): 788–804. http://dx.doi.org/10.1108/jsbed-05-2020-0146.

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PurposePrior research suggests that organizational alliances' contribution to innovation performance is conditional to absorptive capacity (AC). Instead of an antecedent of alliances, in this study, the authors conceptualize and evaluate AC as an outcome of alliance intensity.Design/methodology/approachThe authors tested their theoretical framework using multivariate statistical analysis on data collected from a survey applied to dedicated biotechnology firms (DBFs) from three countries: Brazil, Portugal and Spain.FindingsFirst, the results show that whereas the high alliance intensity effect

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Kauser, Saleema, and Vivienne Shaw. "The influence of behavioural and organisational characteristics on the success of international strategic alliances." International Marketing Review 21, no. 1 (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 behaviou

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Coombs, Joseph E., Paul E. Bierly, and Scott Gallagher. "The impact of different forms of IPO firm legitimacy on the choice of alliance governance structure." Journal of Management & Organization 18, no. 4 (2012): 516–36. http://dx.doi.org/10.1017/s1833367200000730.

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AbstractWe analyze the effects of four different types of firm legitimacy – managerial, technological, local community legitimacy and business press endorsement – on the choice of alliance governance structure in partnerships with newly public biotechnology firms. We expand current research to differentiate between non-equity, minority equity and joint venture alliance structures. We find that initial public offering of stock (IPO) firms with higher levels of managerial legitimacy and local community legitimacy are more likely to enter into joint ventures than minority equity alliances and non

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Coombs, Joseph E., Paul E. Bierly, and Scott Gallagher. "The impact of different forms of IPO firm legitimacy on the choice of alliance governance structure." Journal of Management & Organization 18, no. 4 (2012): 516–36. http://dx.doi.org/10.5172/jmo.2012.18.4.516.

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AbstractWe analyze the effects of four different types of firm legitimacy – managerial, technological, local community legitimacy and business press endorsement – on the choice of alliance governance structure in partnerships with newly public biotechnology firms. We expand current research to differentiate between non-equity, minority equity and joint venture alliance structures. We find that initial public offering of stock (IPO) firms with higher levels of managerial legitimacy and local community legitimacy are more likely to enter into joint ventures than minority equity alliances and non

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Lehene, Cosmin Florin. "Development of supportive characteristics to facilitate learning from strategic alliances." Management & Marketing. Challenges for the Knowledge Society 17, no. 2 (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 prac

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Seo, Ribin. "Entrepreneurial collaboration for R&D alliance performance: a role of social capital configuration." International Journal of Entrepreneurial Behavior & Research 26, no. 6 (2020): 1357–78. http://dx.doi.org/10.1108/ijebr-01-2020-0023.

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PurposeDespite increasing research on the social nature of entrepreneurial collaboration in the context of alliances, its performance implication has been under debate. The present study tests a theoretical framework to elucidate the mediated relationship between social capital (SC) and research and development (R&D) alliance performance through the entrepreneurial orientation (EO) of alliance firms.Design/methodology/approachBased on the authors’ literature review, SC is conceptualized as the sum of actual and potential assets, including structural, relational and cognitive capital, embed

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Rudianto, Maikel, Unggul Purwohedi, and Budi Santoso. "Analysis of Determinant Factors Performance of Alliance Strategy: Empirical Study in Learning Guidance in DKI Jakarta." International Journal on Advanced Science, Education, and Religion 3, no. 1 (2020): 40–51. http://dx.doi.org/10.33648/ijoaser.v3i1.46.

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The alliance strategy is one solution to face the speed of competition in the business world or business. Strategic alliances are cooperative strategies in the form of partnerships that help bring together the strengths of each party in order to benefit each other in the form of long-term benefits and competitiveness in the market. The Alliance strategy can be judged successful or not by measuring the performance of the strategic alliance, because the most commonly used alliance measure is performance. So that a healthy alliance strategy implemented by a company is to see and evaluate the perf

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Pesch, Robin, Ricarda B. Bouncken, and Sascha Kraus. "Effects of divergent communication schemes in new product development alliances." Management Research Review 39, no. 3 (2016): 289–309. http://dx.doi.org/10.1108/mrr-08-2014-0188.

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Purpose – Firms build new product development alliances to cope with the demands of continuous and rapid new product development. Such alliances allow surplus access to complementary capabilities and knowledge. However, the successful use of specialization advantages requires coordination and effective communication between alliance partners. Communication is vital to alliance success, as it allows a timely flow of information and resources across partners and supports the coordination within the alliance. The aim of this study is to research how divergent communication schemes influence firms

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Bizzi, Lorenzo. "The strategic role of financial slack on alliance formation." Management Decision 55, no. 2 (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

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Green, Robert T., and Linda V. Gerber. "Educator Insights: Strategic Partnerships for Global Education—Linkages with Overseas Institutions." Journal of International Marketing 4, no. 3 (1996): 89–100. http://dx.doi.org/10.1177/1069031x9600400307.

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The globalization of business education involves much more than the inclusion of more international business courses in the curriculum and the infusion of more international materials into all business courses. Like their corporate counterparts, business schools themselves need to become global institutions with operations in various parts of the world to enable faculty, students, and executive clients to gain international expertise and to provide regular and diverse global inputs into the educational process. Since most schools lack the resources to achieve a global reach by themselves, the

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Chrisanty, Febri Nila, Riani Rachmawati, and Prijono Tjiptoherijanto. "Creating Dynamic Learning Capability in Learning Framework through Strategic Alliance." Organizacija 57, no. 1 (2024): 39–55. http://dx.doi.org/10.2478/orga-2024-0003.

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Abstract Background and Purpose: The changing ecosystem demands improvement in a company’s capabilities through its learning framework and respective dimensions. Using empirical testing, the purpose of this research is to gain a better understanding of the creation of dynamic learning capability through strategic alliances in the learning framework. Methodology: The data were collected via an online survey of 78 strategic alliances of a public institution. The structural equation model (SEM) was used to test the proposed model. Finding: Dynamic learning capability positively and significantly

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MUKUNA, MBUNDU KEVIN, and Prof Jackson K. Maalu. "Influence of Skyteam Alliance on the Performance of Kenya Airways Limited." International Journal of Humanities and Social Science Invention 13, no. 12 (2024): 84–100. https://doi.org/10.35629/7722-131284100.

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Business alliances are seen as stepladders to lessen the threats associated with foreign market expansion. Through alliances, foreign firms get easily accepted by foreign governments and the people. Due to the diverse nature of alliances, organizations joining tend to access diverse views of business operational approaches that boost chances of profitability. This research aims to determine the influence of SkyTeam alliance on the performance of Kenya Airways limited. The study has set out two objectives: to determine the nature of the alliance between SkyTeam and Kenya Airways Limited and to

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Morcillo-Bellido, José, and Alfonso Durán-Heras. "Capabilities generation mechanisms in alliances: Case based analysis." Dirección y Organización, no. 53 (July 1, 2014): 51–57. http://dx.doi.org/10.37610/dyo.v0i53.452.

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Alliances are nowadays a key pillar for company’s strategy, allowing them to create strategic advantages over competitors. This study aims to identify mechanisms used by three large multinational companies (Cisco, Philips and Eli Lilly) - leaders in their respective large industries- to develop their alliance capabilities as a key competitive tool. Alliance capability development allows them to get successfully involved in a higher number of alliances and it is being used by these companies to become more agile and competitive in the market. This study attempts to infer a set of “Best Practice

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Oyedele, Adesegun, and Fuat Firat. "Institutions, small local firms’ strategies, and global alliances in sub-Saharan Africa emerging markets." International Marketing Review 37, no. 1 (2019): 156–82. http://dx.doi.org/10.1108/imr-01-2019-0022.

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Purpose The purpose of this paper is to respond to the call of international marketing professionals for more studies on strategies that firms use in response to the complexities of interacting with other institutions in the emerging markets (EMs) of sub-Saharan Africa. The key research question investigated by employing the exploratory qualitative data gathered is: What strategies and global alliances do small local firms (SLFs) in Nigeria adopt to succeed under complex market conditions? Design/methodology/approach The methodology employed is exploratory qualitative research. The authors con

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Park, Namgyoo K., Xavier Martin, Jinju Lee, and John M. Mezias. "Effects of functional focus on bounded momentum: Examining firm- and industry-level alliances." Strategic Organization 16, no. 2 (2017): 167–91. http://dx.doi.org/10.1177/1476127017696282.

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Building on strategic momentum and alliance studies, we theoretically explain and test the non-monotonicity of the alliance momentum of same- or cross-functional-type alliances. We theorize about critical drivers that generate bounded momentum and further argue whether function-specific momentum occurs sequentially or simultaneously. We examine cross-border alliances of 32 international airlines from 1945 to 1994 and find that the inverted U-shaped pattern of alliance momentum holds for same-type but not for cross-type alliances at both the firm and industry levels. These findings imply that a

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Marchewka, Jack T., and Lynn Neeley. "Developing and Managing Corporate‐Academic Alliances." American Journal of Business 15, no. 1 (2000): 47–54. http://dx.doi.org/10.1108/19355181200000005.

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Strategic alliances between academic and corporate partners can provide exceptional benefits and reveal new opportunities for shared value. Benefits and opportunities include alternative sources of funding to support academic programs, more effective and efficient matching of students with prospective employers, applied research for faculty, innovative and mutual learning environments, and improved business practices. The focus of this paper will describe how three corporate‐alliance relationships with Northern Illinois University’s College of Business were initiated and developed. Other schoo

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Teng, Bing‐Sheng, and T. K. Das. "Governance structure choice in strategic alliances." Management Decision 46, no. 5 (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 statis

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Bucklin, Louis P., and Sanjit Sengupta. "Organizing Successful Co-Marketing Alliances." Journal of Marketing 57, no. 2 (1993): 32–46. http://dx.doi.org/10.1177/002224299305700203.

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Co-marketing alliances between firms afford fresh opportunity for strategic advantage. Data from 98 alliances show that gains in effectiveness can be obtained by reducing power and managerial imbalances. Careful project selection and better matching of potential partners also help to enhance alliance effectiveness.

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Setyadi, Taufik, Hening Widi Oetomo, Khuzaini Khuzaini, and Suwitho Suwitho. "The Influence of Strategic Alliance on Competitive Advantage through Market Area and Product Innovation." International Journal of Business Administration 8, no. 7 (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 a

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Lo, Fang-Yi, Anastasia Stepicheva, and Tzu-Ju Ann Peng. "Relational capital, strategic alliances and learning." Chinese Management Studies 10, no. 1 (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. Fin

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Abdul Ghani, Ahmad Bashawir, and Malcolm Tull. "Alliance formation: A Study of the Malaysian Automobile Supporting Industry." Gadjah Mada International Journal of Business 12, no. 3 (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 t

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Chen, I.-Fen, and Shao-Chi Chang. "The intra business group effects of alliance network extensions." Management Decision 54, no. 6 (2016): 1420–42. http://dx.doi.org/10.1108/md-06-2015-0223.

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Purpose – The purpose of this paper is to better understand the influence of business group membership by exploring how actions by a member firm influence other firms in the business group. Specifically, the authors ask two questions in this study: when a member firm forms strategic alliances with partners outside of the business group, how does the alliance influence other members in the business group? Moreover, which types of member firms are more affected than others? Design/methodology/approach – The authors employ standard event-study methodology to examine the stock price responses for

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Ho, Nguyen-Nhu-Y., Phuong Mai Nguyen, Thi-Minh-Ngoc Luu, and Thi-Thuy-Anh Tran. "Selecting Partners in Strategic Alliances: An Application of the SBM DEA Model in the Vietnamese Logistics Industry." Logistics 6, no. 3 (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 mod

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