Relevant bibliographies by topics / Performance of Strategic Alliance

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Performance of Strategic Alliance'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Performance of Strategic Alliance"

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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.

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This study investigates the impact of firm-specific (i.e., alliance orientation and partner selection criteria) and relationship-specific (i.e., strategic fit, cultural fit, and organizational fit) factors on alliance performance and assesses the mediating role of trust in the relationship between relationship-specific factors and alliance performance. Partial least squares analysis is applied to a data set of 106 strategic alliances, including both equity alliances (joint ventures) and non-equity alliances (contractual alliances). The empirical results reveal that alliance orientation and strategic fit lead to superior alliance performance and that cultural fit is positively related to partner trustworthiness. The results have managerial implications regarding how to maximize the positive outcomes of an alliance.
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Ahwireng-Obeng, F., and O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa." South African Journal of Business Management 32, no. 3 (September 30, 2001): 41–51. http://dx.doi.org/10.4102/sajbm.v32i3.724.

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The literature suggests that the success of strategic alliances between large and small firms is influenced by four broad factors: motivational, cultural and resource capability synergies; shared commitments, goals and roles; participative planning, operationalisation and administration; and regular open communications. This study suggests that even though mismatches and incongruencies may be evident, the alliance formation and endurance are influenced by two other factors: largely similar perceptions by both groups regarding the alliance’s performance determinants; and a strong expectation by the large firm group of high future net benefits from aligning with small firms. Performance is, invariably, contingent upon implementing a number of ‘pre-emptive’ steps during the course of the alliance.
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Maikel Rudianto, Unggul Purwohendi, and Budi Santoso. "ANALYSIS OF THE PERFORMANCE DETERMINANTS OF THE ALLIANCE STRATEGY EMPIRICAL STUDY ON LEARNING GUIDANCE IN DKI JAKARTA." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 3, no. 2 (June 3, 2021): 82–110. http://dx.doi.org/10.21009/jdmb.03.2.5.

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The alliance strategy is one solution to the speed of competition in the business or business world. Strategic alliances are cooperative strategies in the form of partnerships that help unify each party's strengths to mutually benefit in the form of benefits and long-term competitiveness in the market. The alliance's strategy can be assessed as successful or not by measuring the strategic alliance's performance because the most commonly used alliance measure is performance. Whether or not an alliance strategy adopted by a company is healthy is to evaluate its alliance strategy's implementation. This research was conducted using non-sampling or census methods as many as 132 (one hundred and thirty-two) branches in DKI Jakarta in one of the companies in the education sector originating from Japan and developing an alliance strategy in Indonesia. Data collection was carried out using a questionnaire and met with the owners or direct branch leaders. From this study, it is concluded that Goodwill trust, Competence Trust, and Tangible & Intangible Resources Sharing positively influence the performance of the alliance strategy. Also, Tangible & Intangible Resources Sharing as an intervening variable can mediate the relationship between Goodwill trust and Competence Trust on the alliance's strategy's performance.
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Rudianto, Maikel, Unggul Purwohedi, and Budi Santoso. "Analysis of Determinant Factors Performance of Alliance Strategy: Empirical Study in Learning Guidance in DKI Jakarta." International Journal on Advanced Science, Education, and Religion 3, no. 1 (March 26, 2020): 40–51. http://dx.doi.org/10.33648/ijoaser.v3i1.46.

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The alliance strategy is one solution to face the speed of competition in the business world or business. Strategic alliances are cooperative strategies in the form of partnerships that help bring together the strengths of each party in order to benefit each other in the form of long-term benefits and competitiveness in the market. The Alliance strategy can be judged successful or not by measuring the performance of the strategic alliance, because the most commonly used alliance measure is performance. So that a healthy alliance strategy implemented by a company is to see and evaluate the performance of the company's alliance strategy.This research was conducted with a non-sampling method or census of 132 (one hundred thirty-two) branches in DKI Jakarta in one of the companies in the field of education originating from Japan and developing an alliance strategy in Indonesia. Data collection is done by questionnaire and meet with the owners or branch leaders directlyFrom this study it was concluded that Goodwill trust, Competence Trust and Tangible & Intangible Resources Sharing had a positive influence on the performance of the alliance's strategy. Besides Tangible & Intangible Resources Sharing as an intervening variable is able to mediate the relationship of Goodwill trust and Competence Trust on the performance of the alliance's strategy.
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Handika, Rebi Fara. "Aliansi Strategis dan Kinerja Perusahaan: Perspektif Teori Institusional." Jurnal Manajemen Stratejik dan Simulasi Bisnis 1, no. 2 (December 18, 2020): 83–90. http://dx.doi.org/10.25077/mssb.1.2.83-90.2020.

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Abstract This paper discussed the company's motive to join a strategic alliance from the institutional theory point of view. The theory views that strategic alliances are considered as the medium to acquire legitimation from the environment. Such legitimation then improves the company’s competitive positions and performance. Further, we propose the framework to discuss the relationship between strategic alliances and a company’s performance. The paper proceeds as follows: in the next section, we discuss the institutional theory, the strategic alliance, and firm performance. Afterward, we develop the propositions and discuss the implications for future empirical research. Abstrak Artikel ini membahas motif perusahaan untuk bergabung dengan aliansi strategis dari sudut pandang teori institusional. Teori ini memandang bahwa aliansi strategis dianggap sebagai media untuk memperoleh legitimasi dari lingkungan. Legitimasi tersebut kemudian dipercayai akan meningkatkan posisi kompetitif dan kinerja perusahaan. Selanjutnya, kami mengusulkan framework untuk membahas hubungan antara aliansi strategis dan kinerja perusahaan. Artikel ini akan dilanjutkan sebagai berikut: pada bagian berikutnya, kita membahas teori institusional, aliansi strategis, dan kinerja perusahaan. Setelah itu, kami mengembangkan proposisi dan membahas implikasi untuk penelitian empiris di masa depan.
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Muthusamy, Senthil Kumar, and Parshotam Dass. "When “trust” becomes more or less salient for alliance performance? Contextual effects of mutual influence, international scope, and coopetition." Journal of General Management 46, no. 2 (January 2021): 144–55. http://dx.doi.org/10.1177/0306307020942461.

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Extant research on strategic alliances has established that contractual controls do not provide a complete safeguard to avert an alliance failure, and that alliance governance needs to be reinforced with relational norms such as trust. However, there is scant research evidence available on whether interfirm trust can be significant under the trying contexts the alliances typically face like rivalry, power conflicts, and cultural or institutional barriers. Employing a relational exchange perspective, we examined whether the espoused positive effect of interfirm trust on alliance performance is moderated by mutual influence and coopetition between partners, and the international dimension of an alliance. Based on the survey and archival data on 223 strategic alliances, we found that interfirm trust was quite significant to alliance performance and that the link between trust and performance was more salient in alliances with high mutual influence and coopetition, whereas it was less salient and weaker in international alliances.
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Kauser, Saleema, and Vivienne Shaw. "The influence of behavioural and organisational characteristics on the success of international strategic alliances." International Marketing Review 21, no. 1 (February 1, 2004): 17–52. http://dx.doi.org/10.1108/02651330410522934.

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With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that behavioural characteristics play a more significant role in explaining overall alliance performance compared to organisational characteristics. High levels of commitment, trust, coordination, interdependence and communication are found to be good predictors of international strategic alliance success. Conflict, meanwhile, is found to hamper good performance. By contrast organisational characteristics such as structure and control mechanisms are found not to strongly influence the success of international strategic alliances.
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Dhaundiyal, Mayank, and Joseph Coughlan. "UNDERSTANDING STRATEGIC ALLIANCE LIFE CYCLE: A 30 YEAR LITERATURE REVIEW OF LEADING MANAGEMENT JOURNALS." Business: Theory and Practice 21, no. 2 (August 27, 2020): 519–30. http://dx.doi.org/10.3846/btp.2020.11530.

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This paper contributes to the strategic alliance literature by undertaking a literature review of the burgeoning strategic alliance literature published in the last three decades in the mainstream management journals to fulfil two primary objectives. First, to bring a coherent structure into the fairly vast and growing alliance literature and second, to serve as a medium for a holistic understanding of the major life stages of strategic alliances. This is done by first dividing the alliance literature into three distinct yet related alliance life stages namely the pre-alliance stage, alliance formation stage and the alliance management and performance stage, and then by discussing in detail the three alliance stages individually. The paper would be useful for academics as well as practitioners looking to get a holistic understanding of strategic alliances and its three distinct yet related life stages and the key research papers which have been published focussing on each of these alliance stages.
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Yu, Baojun, Hangjun Xu, and Feng Dong. "Vertical vs. Horizontal: How Strategic Alliance Type Influence Firm Performance?" Sustainability 11, no. 23 (November 22, 2019): 6594. http://dx.doi.org/10.3390/su11236594.

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Strategic alliances have become a key focus in the management and marketing literature. However, much of the previous research in this area has focused on the antecedents and accounting effects of strategic alliances. There is an opportunity to more closely examine how alliance types might influence the public equity markets. As a result, this study summarizes the literature for the theoretical foundation of strategic alliances to increase the understanding of the two main types of strategic alliances, that is industry scope (vertical vs. horizontal alliances) and size scope (asymmetric vs. symmetric alliances). Then, this study proposes a conceptual framework to examine the main and relative effects between different types of strategic alliances and firm performance. Using the Bloomberg Mergers and Acquisitions (M&A) database from 1 January 2010 to 1 January 2016, we find that vertical symmetric alliances gain more abnormal returns than others. Finally, implications and limitations are also discussed.
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Cardoni, Andrea, George H. (Jody) Tompson, Michele Rubino, and Paolo Taticchi. "Measuring the impact of organizational complexity, planning and control on strategic alliances’ performance." Measuring Business Excellence 24, no. 4 (July 15, 2020): 531–51. http://dx.doi.org/10.1108/mbe-02-2020-0023.

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Purpose The purpose of this paper is to analyze three characteristics of strategic alliances in Italy to estimate their influence on financial performance. The authors test how alliance complexity, strategic planning and accounting control influence revenue growth, asset growth and EBITDA margin. Design/methodology/approach This paper uses contractual and financial data to test hypothesized relationships in structural equation modelling (SEM) using partial least squares (PLSs). Findings This paper highlights that the extent of strategic planning positively influences the growth in assets but not in revenue or EBITDA margin. In addition, the findings of this paper support the idea that the complexity in the alliance is significantly related to the quantity of accounting controls within alliance. Originality/value This paper improves existing research on the subject, as it contributes to open the black box of alliances’ internal operations by examining the details of 50 Italian contracts to create a multidimensional profile of each alliance.
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Dissertations / Theses on the topic "Performance of Strategic Alliance"

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Holmgren, Henrik, Colin Platt, and 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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He, Wei. "Essays of Strategic Alliance Portfolio Configuration— Its Performance Properties, Strategic Antecedents and Consequential Effects on Multinational Firms’ Continuing Foreign Expansion." FIU Digital Commons, 2012. http://digitalcommons.fiu.edu/etd/697.

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This dissertation focused on an increasingly prevalent phenomenon in today’s global business environment—strategic alliance portfolio. Building on resource-based view, resource dependency theory and real options theory, this dissertation adopted a multi-dimensional perspective to examine the performance implications, strategic antecedents of alliance portfolio configuration, and its strategic effects on firms’ decision-making on their continuing foreign expansion. The dissertation consisted of three interrelated essays, each of which dealt with a specific research question. In the first essay I applied a two-dimensional construct that embraces both alliance relations’ and alliance partners’ attributes to illustrate alliance portfolio configuration. Based on this framework, a longitudinal study was conducted attempting to explore the performance properties of alliance portfolio configuration. The results revealed that alliance diversity and partner diversity have different relative contributions to firms’ economic performance. The relationship between alliance portfolio configuration and firm performance was shaped by degree of multinationality in a curvilinear pattern. The second essay attempted to identify the firm level driving forces of alliance portfolio configuration and how these forces interacting with firms’ internationalization influence firms’ strategic choices on alliance portfolio configuration. The empirical results indicated that past alliance experience, slack resource and firms’ brand images are three critical determinants shaping alliance portfolios, but those shaping relationships are conditioned by firms’ multinationality. The third essay primarily employed real options theory to build a conceptual framework, revealing how country-, alliance portfolio-, firm-, and industry level factors and their interactions influence firms’ strategic decision-making on post-entry continuing expansion in foreign markets. The two empirical studies were resided in global hospitality and travel industries and use panel data to test the relevant theoretical models. Overall, the dissertation advanced and enriched the theoretical domain of alliance portfolio. It particularly shed valuable insights on three fundamental questions in the domain of alliance portfolio research, namely “if and how alliance portfolios contribute to firms’ economic performance”; “what determines the appearance of alliance portfolios; and “how alliance portfolios affect firms’ strategic decision-making”. This dissertation also extended the international business and strategic management research on service multinationals’ foreign expansion and performance.
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Mahamadou, Mindaoudou Zoubeyda Dela. "Les alliances stratégiques entre les firmes multinationales et les PME et firmes multinationales : spécificités et évaluation de la performance." Thesis, Pau, 2014. http://www.theses.fr/2014PAUU2007/document.

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Les alliances stratégiques connaissent depuis quelques décennies un fort essor tant en termes de pratiques managériales des entreprises qu’en termes de recherches académiques. Cet essor s’est accompagné de nombreuses controverses sur leurs issues (performances) et sur les facteurs les influençant. Par cette recherche, notre objectif est d’appréhender le phénomène des alliances stratégiques asymétriques en identifiant ses principales caractéristiques et les facteurs susceptibles d’influencer positivement ou négativement sa performance. Dans cette perspective, notre première phase de recherche a consisté en la réalisation d’un état de l’art sur les concepts des alliances stratégiques en général, des alliances asymétriques en particulier et de la performance. Sur cette base, nous avons pu établir huit hypothèses de recherche que nous avons ensuite testé en adoptant une démarche qualitative par étude de 10 cas d’alliances asymétriques. Notre application empirique a concerné les alliances stratégiques entre les PME françaises et les firmes multinationales opérant dans l’industrie aéronautique et a été conduite du point de vue des PME impliquées. L’analyse de nos hypothèses de recherche nous a permis d’obtenir trois résultats principaux : l’existence de liens forts entre les spécificités des partenaires et leurs motifs pour ces alliances; l’existence de liens négatifs importants entre certaines asymétries entre les partenaires (taille, culture organisationnelle et expériences d’alliances) et la performance relationnelle ; et l’existence de liens positifs importants entre la complémentarité des ressources des PME et des multinationales impliquées et leurs résultats quantitatifs (performance financière et apprentissage organisationnel). Nos résultats confortent certaines recherches antérieures sur les caractéristiques et la performance des alliances asymétriques. Ils peuvent aussi faire l’objet de recommandations pratiques aux dirigeants des PME impliquées dans ces relations
Strategic alliances in recent decades experienced a strong growth both in terms of firms management practices and in terms of academic research. This growth has been accompanied by many controversy concerning their outcomes (performance) and the factors influencing these outcomes. Through this research, our objective is to understand the phenomenon of asymmetric strategic alliances by identifying its main characteristics and factors that may positively or negatively influence its performance. In this perspective, our research first phase consisted of the realization of a state of the art on the concepts of strategic alliances in general, asymmetric alliances in particular and performance. On this basis, we established eight research hypotheses that we tested by adopting a qualitative approach by studying 10 cases of asymmetric alliances. Our empirical application concerned strategic alliances between French SMEs and multinational companies operating in the aviation industry and was conducted from the perspective of SMEs involved. Analysis of our research hypotheses allowed us to obtain three main results: the existence of strong links between partners specificities and their alliances motivation; the existence of significant negative links between between partners asymmetries in terms of (size, organizational culture and experiences) and relational performance; and the existence of significant positive relationship between SMEs and multinationals involved resources complementarity and their quantitative results (financial performance and organizational learning). Our results confirm some previous research concerning of asymmetric alliances characteristics and performance. They can also be objects of practical recommendations to managers of SMEs involved in these relationships
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Andrevski, Goce. "COMPETITIVE STRATEGY, ALLIANCE NETWORKS, AND FIRM PERFORMANCE." Lexington, Ky. : [University of Kentucky Libraries], 2009. http://hdl.handle.net/10225/1035.

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Thesis (Ph. D.)--University of Kentucky, 2009.
Title from document title page (viewed on August 5, 2009). Document formatted into pages; contains: ix, 132 p. : ill. (some col.). Includes abstract and vita. Includes bibliographical references (p. 114-121).
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Winter, Richard James. "Control mechanisms and strategic alliance performance : a knowledge-based approach." Thesis, Cardiff University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.549722.

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Much has been made in recent times about the increase in the use of strategic alliances as a means of improving business effectiveness, efficiency and responsiveness. Indeed, the role played by strategic alliances within contemporary business management research can be argued to have supplanted the flrm as the dominant area ofresearch for academicians. The prevailing paradigm for analysis of the shifting boundaries between flrms and markets has been that of economic rationality, where efficiency is the guiding principle. Within the formalisation of Transaction Cost Economics under Williamson (1975), inter-flrm collaboration has been viewed as an intermediate organisational form that in certain circumstances can be superior to either internal governance or market transactions. However an alternative approach; that of Social Exchange Theory, builds upon foundations of reciprocity and trust and in so doing, shines an alternative light upon the exchange process. It is the purpose of this research to bring together the theories of Transaction Cost Economics and Social Exchange Theory in a discussion of strategic alliance performance. This research suggests that it is the presence of a social contract and the development of trust between alliance partners that will lead to the enhancement of alliance performance. This research also builds upon the knowledge-based view of the frrm and seeks to provide a bifurcation of the constituent elements of knowledge within alliances. Adopting structural equation modelling as the means of analysis, this research fmds evidence for the positive role played by the relational elements of a social contract and trust upon alliance performance, whilst fInding support for the hypothesis that certain structural elements of knowledge have a retarding effect on said performance. Interestingly, knowledge integration is found to have no signiflcant relationship with alliance performance. The implications of these flndings are discussed and future research directions are considered
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Spratt, Susanna Johanna. "Activity-based performance management at strategic logistical alliance / Susanna Johanna Spratt." Thesis, North-West University, 2006. http://hdl.handle.net/10394/780.

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In the era of competitive global environment and technology-based organisations, managers are pressured to find ways to maintain their competitive advantage. Management has the responsibility to maintain their competitive advantage whilst maintaining the profitability of the organisation. This responsibility includes decisions regarding the retention of profitable customers, and the minimisation of costs to improve profitability of services. The analysis of cost and profitability of individual services and customers represents a critical issue with which Strategic Logistical Alliance (SLA) should be concerned SLA has proved to be a market leader within the logistics services market whilst maintaining profitability in most of its core business functions, with the exception of the warehousing and distribution function. The reasons for a lack of profitability in the warehousing and distribution function are inadequate planning, controlling and decision-making within these functions. The main reasons for these problems are incorrect cost allocations, the non-reflection of the true cost of activities, unprofitable pricing and the lack of effective performance management. 'The primary objective of this study is to analyse the existing cost allocation system, the cost management system and the performance management system of SLA, focusing on the warehousing and distribution functions. The study addresses the shortcomings of the existing system and recommends activity-based performance management as a possible solution. To achieve this primary objective, a number of secondary objectives were relevant. The research was conducted at SLA in Gauteng. The research comprised a literature study and an empirical survey using structured interviews to obtain information from relevant staff and managers. 'The empirical study was further extended by obtaining permission from top management to gather information by observation of activities and processes carried out by staff in the warehouse and distribution function. For management of SLA to achieve their goal of becoming a profitable leading third-party logistical service provider, a combination of tools should be used, which include activity-based costing, cost management and performance management. Activity-based performance management will enable management to gain useful information for decision-making to achieve their goal.
Thesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2007.
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Souid, Samia. "Gouvernance et performance des alliances stratégiques : le cas du secteur français des biotechnologies." Thesis, Grenoble, 2013. http://www.theses.fr/2013GRENG005.

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La mondialisation de l’économie et l’internationalisation des marchés ont entrainé le développement sans précédent des alliances stratégiques. De nombreux travaux de recherches se sont attachés à décrire et tenter d'expliquer ce phénomène notamment en s'intéressant à leurs modes de gouvernance. Dans la plupart des travaux, deux modes de gouvernance sont identifiés et théorisés : la gouvernance contractuelle et la gouvernance relationnelle. Dans le prolongement de ces travaux, l'étude de la relation entre mode de gouvernance et performance occupe une place de choix en sciences de gestion. Partant de ce corpus, cette recherche vise à répondre à la question suivante : "Dans quelle mesure la structure de la gouvernance peut-elle améliorer la performance d'alliance?". En mobilisant la théorie des coûts de transactions (Williamson, 1985) et la théorie de l’échange social (Blau, 1964 ; Homans, 1961), cette recherche développe un modèle intégrateur à travers neuf hypothèses de recherche, permettant de comprendre le lien entre la gouvernance contractuelle, la gouvernance relationnelle et la performance d’alliance stratégique. Avec la collaboration de l'association France Biotech, ce modèle a été testé auprès d’un échantillon représentatif des firmes biotechnologiques françaises. La validation des hypothèses de recherche a été faite en ayant recours à la méthode PLS. Trois principaux résultats importants ont émergé : le choix de la gouvernance contractuelle est fortement recommandé en cas de forte spécificité des actifs investis dans l’alliance, une forte dépendance vis à vis du partenaire défavorise le recours à la gouvernance relationnelle ; et l’effet positif de la gouvernance relationnelle sur la performance d’alliance est plus fort que celui de la gouvernance contractuelle
Economic globalization and internationalization of markets have led to an unprecedented development of strategic alliances. Many research projects have tried to describe and explain this phenomenon, some via exploration of modes of governance. Contractual and relational governance are the two modes of governance identified and theorized upon in the majority of these works. Extending this research avenue further in the area of Management Sciences, a prominent place is held by the relationship between mode of governance and performance. Based on this corpus, this research aims to answer the following question: “To what extent can the governance structure improve the performance of an alliance?” Mobilizing transaction cost theory (Williamson, 1985) and social exchange theory (Blau, 1964 ; Homans, 1961) this research develops an integrative model through nine research hypotheses in an effort to understand the link between contractual governance, relational governance and performance of strategic alliances. Thanks to collaboration with the French Biotech association, the model has been tested using a representative sample of French Biotech firms. The research hypotheses were validate using the PLS method. Three main important results emerge : contractual governance is a strongly recommended choice if there is a high level of asset specificity invested in the alliance ; in the case of strong dependence on a partner, relational governance is not the ideal choice ; and relational governance has a stronger positive effect on alliance performance than does contractual governance
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Robson, Matthew J. "International strategic alliance performance and inter-partner trust : an exchange theory analysis." Thesis, Cardiff University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.396383.

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Choi, Young-Tae. "Alliance coordination effectiveness and the performance of international strategic alliances: development of the partnership and moderating role of market environment turbulence." Texas A&M University, 2004. http://hdl.handle.net/1969.1/1238.

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The purpose of this dissertation was to investigate post-international strategic alliance (ISA) formation issues, which have been neglected in the ISA literature. The specific research questions were 1) how do ISA partners develop their relationships? 2) how does this relationship development impact effective management of resources contributed by each ISA partner? and 3) how does effective resource management influence ISA performance? Data were collected by mail and web surveys from those who were/are involved in ISA operations. Structural equation modeling using LISREL was employed to test the conceptual model and multiple regression analysis was adopted to test the moderating effects in the model. The model was modified by introducing second order factors to correctly interpret the relationships between factors and achieve a more parsimonious model. Results indicate that alliance partnership interactions between ISA partners (i.e., reciprocity, transparency, formal and informal communication, two-way and participative communication, and cultural sensitivity) positively influenced the development of desire for joint action between them which is based on trust and commitment. Desire for joint action positively influenced alliance coordination effectiveness (ACE: integration and utilization of resources) which underlies effective resource management between ISA partners. ACE positively affected ISA performance. Market environment turbulence (i.e., host government interference and technology turbulence), however, did not have moderating effects between ACE and ISA performance. The first question was answered by introducing alliance partnership interaction factors which influence the building of the positive relationship between ISA partners. The introduction of ACE explained how ISA partners manage the resources provided by each partner. The significant impact of ACE on ISA performance and the nonsignificant impact of the moderating variables indicate that ACE has strong impact on ISA performance that can absorb the effects of host government interference and technology turbulence in the operation of ISAs.
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Pansiri, Jaloni University of Ballarat. "Harambe : strategic alliance formation and performance evaluation in the tourism sector of travel." University of Ballarat, 2006. http://archimedes.ballarat.edu.au:8080/vital/access/HandleResolver/1959.17/12803.

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"This thesis investigates the influence of company and executive characteristics on strategic alliance formation (decision to form alliances, alliance type selection and choice of alliance partners) and performance evaluation of alliances, in the Australian tourism industry sector of travel. The significance of forming strategic alliances as a way of achieving 'harambe' is emphasised throughout this thesis. 'Harambe' is a ki-Swahili term meaning "to pull together, or to work together or to pull the same rope together at the same time" in harmony. The idea here is that companies pool their resources together through strategic alliances to be able to achieve their strategic goals and objectives. The research focuses on three travel sub-sectors - travel agencies, tour operators and wholesalers and how these sub-sectors relate with those of transport and accommodation." -
Doctor of Philosophy
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Books on the topic "Performance of Strategic Alliance"

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Jing zheng xing zhan lue lian meng de hang ye xing cheng, guan xi zhi li ji chuang xin ji xiao yan jiu: A Study on Sectoral Formation, Relationship Governance and Innovation Performance of Competitive Strategic Alliance. Chengdu: Xinan jiao tong da xue chu ban she, 2013.

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Wimmer, Ágnes. Teljesítménymérés: Az üzleti kapcsolatok értékelése, fejlesztése, menedzsmentje. Budapest, Hungary: Budapesti Közgazdaságtudományi és Államigazgatási Egyetem, Vállalatgazdaságtan tanszék, 2004.

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McGee, Jeffrey E. Cooperative strategy and new venture performance: The role of managerial experience. New York: Garland Pub., 1994.

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Briody, Elizabeth Kathleen. Partnering for organizational performance: Collaboration and culture in the global workplace. Lanham: Rowman & Littlefield Publishers, 2008.

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Briody, Elizabeth Kathleen. Partnering for organizational performance: Collaboration and culture in the global workplace. Lanham: Rowman & Littlefield Publishers, 2008.

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American Association of Naturopathic Physicians. Alliance on Naturopathic State Licensing. Alliance strategic plan. Seattle: American Association of Naturopathic Physicians, 1997.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. Strategic Alliance Management. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673.

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Developing alliance capabilities. New York: Palgrave Macmillan, 2008.

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McShane, Kathryn Julie. Strategic purchasing: Supplier alliance increase purchasing's strategic role. (s.l: The Author), 1997.

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Haq, Rehan Ul. Positing the infrastructure alliance. Birmingham: Birmingham Business School, 2004.

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Book chapters on the topic "Performance of Strategic Alliance"

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Hafsi, Taïeb. "Environment, Resources and the Performance of Cooperative Strategies." In From Alliance Practices to Alliance Capitalism, 31–62. Wiesbaden: Gabler Verlag, 1998. http://dx.doi.org/10.1007/978-3-322-82441-7_2.

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Hitt, Michael A., R. Duane Ireland, and Michael D. Santoro. "Developing and Managing Strategic Alliances, Building Social Capital and Creating Value." In Strategy and Performance, 13–34. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230523135_2.

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Hagedoorn, John, Bert Sadowski, and Jos Schakenraad. "The Effect of Strategic Technology Alliances on Company Performance: A LISREL Approach." In Statistical Models for Strategic Management, 309–29. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4757-2614-5_14.

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Xiang, Cheng, Jingxia Fan, and Gang Xiang. "A Fuzzy Synthetic Performance Evaluation Model for the Strategic Alliance of Technological Innovation in China." In Proceedings of the Eighth International Conference on Management Science and Engineering Management, 1457–68. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-55122-2_125.

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Olk, Paul, Shaul M. Gabbay, and Tsungting Chung. "The Impact of Personal and Organizational Ties on Strategic Alliance Characteristics and Performance: A Study of Alliances in the USA, Israel and Taiwan." In Creating Value through International Strategy, 201–13. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230005563_16.

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Lee, Shing-Mei. "Impact of Big Data Analytics Capability and Strategic Alliances on Financial Performance." In Advances in Intelligent Systems and Computing, 49–63. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-46828-6_6.

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Koku, Paul Sergius. "The Performance of Strategic Alliances Revisited: A Conceptual Framework Using the Market Model." In Proceedings of the 1998 Academy of Marketing Science (AMS) Annual Conference, 191–94. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-13084-2_48.

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Nahler, Gerhard. "strategic alliance." In Dictionary of Pharmaceutical Medicine, 175. Vienna: Springer Vienna, 2009. http://dx.doi.org/10.1007/978-3-211-89836-9_1338.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance portfolios." In Strategic Alliance Management, 265–81. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-18.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Alliance networks." In Strategic Alliance Management, 282–97. Second Edition. | New York : Routledge, 2017. | Revised edition of the authors’ Strategic alliance management, 2012.: Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-19.

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Conference papers on the topic "Performance of Strategic Alliance"

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Zhongdong, Yu. "Analysis on the Performance of Strategic Alliance and its Implementation Strategy." In 2010 International Conference on Computing, Control and Industrial Engineering. IEEE, 2010. http://dx.doi.org/10.1109/ccie.2010.212.

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Wang, Zhihong. "The Research of Performance Assessment Management of Strategic Alliance of Large Coal Enterprises." In 2010 International Conference on E-Product E-Service and E-Entertainment (ICEEE 2010). IEEE, 2010. http://dx.doi.org/10.1109/iceee.2010.5660784.

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Yu, Bin, and Huimin Liu. "E-Commerce in International Trade and Performance Evaluation of Supply Chain Strategic Alliance." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5302081.

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Yang, Lee Wen, and Weiju Young. "Partners' Characteristics and Stock Performance in Strategic Alliances." In the 2017 International Conference. New York, New York, USA: ACM Press, 2017. http://dx.doi.org/10.1145/3092027.3092030.

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Musarra, Giuseppe, Constantine S. Katsikeas, and Mathew Robson. "INTERACTION EFFECT OF MONITORING ON INTERNATIONAL STRATEGIC ALLIANCES’ PERFORMANCE." In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.07.05.03.

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Wang, Junhua, and Guoxin Liu. "Empirical Analysis for Influences Imposed on Human Resource Management Performance by Cultural Differences within Strategic Alliance of Multinational Corporations." In 2008 Workshop on Knowledge Discovery and Data Mining (WKDD '08). IEEE, 2008. http://dx.doi.org/10.1109/wkdd.2008.116.

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Lee, Jungah, and Seongho Kim. "A Study on The Moderating Effects of Learning Capabilities on the Types of Strategic Alliance and Performance-Resource Based View." In Business 2015. Science & Engineering Research Support soCiety, 2015. http://dx.doi.org/10.14257/astl.2015.84.10.

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Rungi, M., and V. Stulova. "Choose whom to date wisely: Explaining the performance variation in strategic alliances." In 2014 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2014. http://dx.doi.org/10.1109/ieem.2014.7058727.

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Lee, Jungah, and Seongho Kim. "A Study on Moderating Effects of Culture on Business Performance and Strategic Alliances." In Business 2014. Science & Engineering Research Support soCiety, 2014. http://dx.doi.org/10.14257/astl.2014.70.10.

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Xue, Deng. "Research on the relationship between strategic alliance's characteristics, inter-organizational learning and organizational performance." In 2017 29th Chinese Control And Decision Conference (CCDC). IEEE, 2017. http://dx.doi.org/10.1109/ccdc.2017.7979432.

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Reports on the topic "Performance of Strategic Alliance"

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Whited, Tammy. Driving Strategic Alliance — with Best Practices. Office of Scientific and Technical Information (OSTI), May 2018. http://dx.doi.org/10.2172/1460566.

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Travis L. Mcling. Carbon Issues Task Force Report for the Idaho Strategic Energy Alliance. Office of Scientific and Technical Information (OSTI), October 2010. http://dx.doi.org/10.2172/1017882.

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Molina, Danielken. Infrastructure and Export Performance in the Pacific Alliance. Inter-American Development Bank, April 2016. http://dx.doi.org/10.18235/0000369.

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Molina, Danielken. Infrastructure and Export Performance in the Pacific Alliance: Appendices. Inter-American Development Bank, April 2016. http://dx.doi.org/10.18235/0000370.

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Stephenson, Garold E., Henry F. Kleinknecht, Patrick J. Nix, Joseph P. Bucsko, and Ricky T. Phaison. Acquisition: Results of the Defense Logistics Agency Strategic Supplier Alliance with Honeywell International, Incorporated. Fort Belvoir, VA: Defense Technical Information Center, March 2002. http://dx.doi.org/10.21236/ada399714.

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Harrison, Michael T., and Sr. Dr. Martin Luther King, Jr. - His Strategic Vision, Leadership, and Conflict/Alliance With the Kennedy Administration. Fort Belvoir, VA: Defense Technical Information Center, March 2000. http://dx.doi.org/10.21236/ada377609.

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DEPARTMENT OF DEFENSE WASHINGTON DC. Department of Defense Strategic Sustainability Performance Plan. Fort Belvoir, VA: Defense Technical Information Center, August 2010. http://dx.doi.org/10.21236/ada534385.

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Hotz, V. Joseph, and Juan Pantano. Strategic Parenting, Birth Order and School Performance. Cambridge, MA: National Bureau of Economic Research, October 2013. http://dx.doi.org/10.3386/w19542.

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DEPARTMENT OF THE AIR FORCE WASHINGTON DC. Air Force Strategic Plan, Volume 2, Performance Plan. Fort Belvoir, VA: Defense Technical Information Center, February 1999. http://dx.doi.org/10.21236/ada384444.

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Ikenberry, David, Josef Lakonishok, and Theo Vermaelen. Stock Repurchases in Canada: Performance and Strategic Trading. Cambridge, MA: National Bureau of Economic Research, August 1999. http://dx.doi.org/10.3386/w7325.

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