Relevant bibliographies by topics / Non-equity alliances

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Book chapters

Academic literature on the topic 'Non-equity alliances'

Author: Grafiati
Published: 11 September 2021
Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Non-equity alliances.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Non-equity alliances"

1

Esen, A., and G. Alpay. "Exploring the impact of firm- and relationship-specific factors on alliance performance: Evidence from Turkey." South African Journal of Business Management 48, no. 2 (June 30, 2017): 11–21. http://dx.doi.org/10.4102/sajbm.v48i2.24.

Full text
Abstract:
This study investigates the impact of firm-specific (i.e., alliance orientation and partner selection criteria) and relationship-specific (i.e., strategic fit, cultural fit, and organizational fit) factors on alliance performance and assesses the mediating role of trust in the relationship between relationship-specific factors and alliance performance. Partial least squares analysis is applied to a data set of 106 strategic alliances, including both equity alliances (joint ventures) and non-equity alliances (contractual alliances). The empirical results reveal that alliance orientation and strategic fit lead to superior alliance performance and that cultural fit is positively related to partner trustworthiness. The results have managerial implications regarding how to maximize the positive outcomes of an alliance.
APA, Harvard, Vancouver, ISO, and other styles
2

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 (July 2012): 516–36. http://dx.doi.org/10.1017/s1833367200000730.

Full text
Abstract:
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-equity alliances. IPO firms with higher technological legitimacy and business press endorsement are more likely to use a less hierarchical governance structure.
APA, Harvard, Vancouver, ISO, and other styles
3

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 (July 2012): 516–36. http://dx.doi.org/10.5172/jmo.2012.18.4.516.

Full text
Abstract:
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-equity alliances. IPO firms with higher technological legitimacy and business press endorsement are more likely to use a less hierarchical governance structure.
APA, Harvard, Vancouver, ISO, and other styles
4

Gudergan, Siegfried P., Timothy M. Devinney, and R. Susan Ellis. "Cooperation and compliance in non-equity alliances." Journal of Business Research 69, no. 5 (May 2016): 1759–64. http://dx.doi.org/10.1016/j.jbusres.2015.10.051.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Pesch, Robin, and Ricarda B. Bouncken. "The double-edged sword of cultural distance in international alliances." Cross Cultural & Strategic Management 24, no. 1 (February 6, 2017): 33–54. http://dx.doi.org/10.1108/ccsm-03-2016-0065.

Full text
Abstract:
Purpose While previous studies have primarily assumed dysfunctional effects of cultural distance in joint ventures and M&A, this paper elucidates from a positive organizational scholarship perspective how perceived cultural distance can advance firms’ new product development within non-equity alliances. The purpose of this paper is to explain how perceived cultural distance stimulates task discourse that supports alliance partners’ employees in recognizing and applying culture-related differences as complementary problem-solving potentials. Due to a lower integration level in non-equity alliances compared to joint ventures or M&A, this paper assumes that the positive effects outweigh the negative effects of cultural distance. Design/methodology/approach This study applies structural equation modeling to test the hypothesized effects on a sample of 246 international alliances in the manufacturing industry. Findings The analysis mainly supports the hypothesized model and unravels how positive effects can emerge from perceived cultural distance. Practical implications The findings provide managerial implications. Alliance managers should note that cultural distance can have positive and negative effects, and thus it is not a barrier per se in alliances. Firms can benefit from cultural distance if they are able to leverage culture-specific complementarities through task discourse among partners in alliances. Originality/value The manuscript uses a unique data set of 246 international alliances from the global manufacturing industry. The manuscript has not been published elsewhere.
APA, Harvard, Vancouver, ISO, and other styles
6

Reuer, Jeffrey J., and Shivaram Devarakonda. "Beyond Contracts: Governing Structures in Non-Equity Alliances." Academy of Management Proceedings 2012, no. 1 (July 2012): 10448. http://dx.doi.org/10.5465/ambpp.2012.73.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Reddy, Sabine B., Richard N. Osbom, and Jean-FranVois Hennart. "The Prevalence of Equity and Non-Equity Cross-Border Linkages: Japanese Investments and Alliances in the United States." Organization Studies 23, no. 5 (September 2002): 759–80. http://dx.doi.org/10.1177/0170840602235004.

Full text
Abstract:
Using complementary theories derived from the foreign-entry mode and alliance literatures and two databases on Japanese/US alliances and investments, this study examines the prevalence — a combination of formation and termination — of the full range of investment and cross-border linkage alternatives available to firms. We find that some combinations among the administrative forms, the knowledge flow intent between the partners, and industry-related technology and risk factors were more prevalent than others. Specifically, there were three prevalent combinations consistent with the notions of production efficiency, transaction cost efficiency and learning/adaptation: (1) wholly owned subsidiaries in low R&D-intense industries with the intent of unidirectional knowledge flow; (2) joint ventures in medium R&D-intense industries with reciprocal knowledge flows; and (3) technical agreements with reciprocal knowledge flows in high-tech industries.
APA, Harvard, Vancouver, ISO, and other styles
8

Kumar Muthusamy, Senthil. "Role of context and contest in the structuring of alliance governance." Journal of Strategy and Management 7, no. 2 (May 13, 2014): 172–92. http://dx.doi.org/10.1108/jsma-04-2013-0022.

Full text
Abstract:
Purpose – The alliance governance – whether equity or non-equity based – through which an alliance is governed serves as a mechanism to protect a firm from partner's opportunistic behavior, manage resource dependence and facilitate knowledge sharing. Alliance governance structure also reflects the risk, reward and control that partners perceive in a relationship. In light of the conflicts and instabilities reported in strategic alliances, the purpose of this paper is to examine the interorganizational domain that affects the endurance and continuity of collaboration and explain how the alliance interface contexts determines the structuring of alliance governance. Design/methodology/approach – An empirical examination of 179 strategic alliances, using survey and archival data conducted to test the hypothesized relationship between the choice of governance structure and the complexity of alliance task, balance of power and competitive scope between partners. Findings – A multinomial logistic regression of the hypothesized variables revealed that the complexity of alliance task, balance of power, and competitive scope between partners are significantly related to the mode of alliance governance – whether non-equity, minority-equity, or joint venture. Originality/value – This study makes a significant contribution to the understanding of the relationships between the contextual factors such as the alliance task, power dynamics, and competitive scope that shape the collaboration and structuring of appropriate alliance governance mode. Results of the study provide strong evidence for the hypotheses that the greater the task complexity, and greater the balance of power and scope of competition between partners, the alliance governance tends to be equity or joint venture based. Consistent with recommendations of several organizational scholars that the theory of alliance governance and performance must shift from individual partner firm to interaction domain and interface contexts (Luo, 2002; Gray and Wood, 1991; Oxley and Sampson, 2004), this study integrally examined the dyadic issues such as balance of power, task complexity, and the competitive scope and the dynamic role they play in decisions pertaining to alliance governance. While many extant studies on the choice of alliance governance structure have employed secondary data sources, the study employed data from survey measures (Gulati, 1995; Teng and Das, 2008; Oxley and Sampson, 2004) enhancing the validity of the results.
APA, Harvard, Vancouver, ISO, and other styles
9

Reuer, Jeffrey J., and Shivaram V. Devarakonda. "Mechanisms of Hybrid Governance: Administrative Committees in Non-Equity Alliances." Academy of Management Journal 59, no. 2 (April 2016): 510–33. http://dx.doi.org/10.5465/amj.2012.0098.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Majocchi, Antonio, Ulrike Mayrhofer, and Joaquin Camps. "Joint ventures or non‐equity alliances? Evidence from Italian firms." Management Decision 51, no. 2 (March 2013): 380–95. http://dx.doi.org/10.1108/00251741311301876.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Non-equity alliances"

1

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.

Full text
Abstract:
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.)
APA, Harvard, Vancouver, ISO, and other styles
2

Hsu, Chun-Chieh, and 徐俊傑. "The difference in performance between equity and non-equity strategic alliances." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/47915157398014286844.

Full text
Abstract:
碩士
元智大學
財務金融學系
96
Previous studies have examined that (Eduardo Pablo, and Venkat Subbramaniam, 2002) equity is more likely to be used in three situations. One is equity is more likely to be used in alliance where the exact nature and sharing of output is ambiguous. Second is when the difference in bargaining powers between the partners is higher, such as when the partners differ significantly in size, market power, and growth opportunities. Third, equity alliances is more often used in when the smaller partner is high growth but is capital constraints But they didn’t tell us the whether the performance of equity alliances is higher compared to other alliances if equity usage mitigates contracting costs and capital constraints. Otherwise there is no need to using equity alliances.
APA, Harvard, Vancouver, ISO, and other styles
3

Schwerdtfeger, Jan-Clemens. "Winning tomorrow today? : entry mode mechanisms in nascent versus non-nascent industries : investigating eSports and Sports deals." Master's thesis, 2020. http://hdl.handle.net/10400.14/31216.

Full text
Abstract:
Grasping all mechanisms of entry mode decisions remains a puzzle to strategists. Although well researched in established industries and cross-border settings, literature exploring nascent industry expansion remains scarce. Entering such emerging industries bears particular challenges to managers as they juggle between exponential growth and enormous uncertainty in their governance choice formulation. While gaining great importance, literature fails to provide clear evidence on potential implications on entry mode decisions. This study addresses this gap. Precisely, it investigates how firms’ entry mode choices (among acquisitions and non-equity alliances) differ between nascent and non-nascent industries. To test this phenomenon, this study chooses the eSports business as empirical context, fulfilling numerous characteristics of emerging industries, and contrasts it to traditional sports as established counterpart. Combining two leading deal databases with manual data collection, this paper builds a dataset of 520 eSports and sports deals between 2015 and 2020. By running logistic regression, it becomes evident that entering nascent industries has a significant negative effect on acquisition probability. Vice versa, firms choose non-equity alliances more frequently in such novel contexts. The negative effect increases further when moderating the relationship with acquirer-target relatedness and diversification level. The results provide rich evidence that entry mode mechanisms differ in the presence of nascent industries, incrementing the likelihood of choosing non-equity alliances as governance. Among others, this paper identifies increased uncertainty and acquirers’ limited need for nascent resources and capabilities as potential reasons. Overall, this paper calls for additional research on nascent industries from a strategy perspective.
APA, Harvard, Vancouver, ISO, and other styles

Book chapters on the topic "Non-equity alliances"

1

KOSLOW, L. "International Alliances: Non-Equity." In Global Business, 254–56. Elsevier, 1999. http://dx.doi.org/10.1016/b978-0-88415-753-3.50027-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Child, John, David Faulkner, Stephen Tallman, and Linda Hsieh. "Types of cooperation and networks." In Cooperative Strategy, 101–22. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198814634.003.0005.

Full text
Abstract:
Chapter 5 reviews the traditional forms of strategic alliance and network. It shows that there are many different types, ranging from supplier contracts to equity joint ventures, and all have different levels of interaction and independence. Networks are another well-established form of cooperation; these can embrace several, sometimes many, firms and other partners. This chapter discusses dominated, equal partner, and coordinated networks. This chapter also describes a variety of taxonomies proposed for classifying alliances. It notes that Yoshino and Rangan (1995) and Dussauge and Garrette (1999) have perhaps the most attractive typologies of alliance forms among the many on offer. Yoshino and Rangan categorize alliances into non-traditional contracts, equity alliances, and joint ventures. Dussauge and Garrette identify international expansion joint ventures, vertical partnerships, diversification alliances, complementary alliances, shared supply alliances, and quasi-concentration alliances. The chapter concludes with some suggestions as to which forms may be most appropriate for which situations.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Non-equity alliances' for particular source types:
Journal articles
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography