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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.
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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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Li, Jiatao (J T. )., Li Tian, and Guoguang Wan. "Contextual Distance and the International Strategic Alliance Performance: A Conceptual Framework and a Partial Meta-analytic Test." Management and Organization Review 11, no. 2 (June 2015): 289–313. http://dx.doi.org/10.1017/mor.2015.15.
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ABSTRACTWe propose an integrative model on how contextual distance influences the learning process and performance of international strategic alliances (ISAs). We argue that contextual distance increases knowledge diversity but decreases knowledge exchange between the alliance partners, which has implications for the alliance's knowledge creation and performance. A meta-analysis of 46 empirical studies published between 1990 and 2013 dealing with Sino-foreign collaborations in China revealed that contextual distance showed an inverted U-shaped relationship with alliance performance. Proxies for partners’ contextual experience, for example, the length of an alliance's operation in China, the foreign partners’ in-country experiences, and ISAs’ location in a more developed Chinese region, moderate the learning processes. Implications and directions for future research are discussed.
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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 (November 16, 2015): 2250–67. http://dx.doi.org/10.1108/md-04-2015-0123.
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Purpose – Strategic alliances have a low success rate despite the profusion of literature on this topic in the last 20 years. To understand the factors that determine performance of partnership relations, the purpose of this paper is to study the roles of control and the strength of interorganizational ties in businesses ability to manage strategic alliances. Design/methodology/approach – The authors have examined 10,377 partnership relations formed as part of strategic alliances to analyze the capacity of a business to manage its alliances. The authors built a structural equations model (PLS) based on observation of 4,242 alliances. Findings – This research identifies two determinants of the success of alliance management. First, the impact of weak ties and strong ties is identical when the business does not control the alliance. Second, weak ties are a more effective means than strong ties when a business controls the alliance. Originality/value – The main contribution of this study thus lies in our analysis of interorganizational relations and of their tangible impact on strategic trade-offs. The field of public procurement is particularly well-suited to evaluating this phenomenon, given the subtlety of alliances at play.
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Sompong, Kusumaphorn, Barbara Igel, and Helen Lawton Smith. "Strategic alliance motivation for technology commercialization and product development." Management Research Review 37, no. 6 (May 13, 2014): 518–37. http://dx.doi.org/10.1108/mrr-03-2013-0070.
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Purpose – This paper aims to investigate the relationship among alliance motivation (AM), execution of cooperation (EC) and alliance performance of strategic alliance for commercializing technology and developing products. Design/methodology/approach – The measurements were constructed and tested empirically through a survey of 320 strategic alliances in the food processing industry in Thailand. Confirmatory factor analysis and structural equation modelling were applied to refine scales for measuring AM, execution and cooperation performance. Findings – This research found that firms adopted social interaction with alliance partners in order to establish mutual expectations about technology characteristics, access opportunity and organisational management styles, factors that are shown to have positive influences on both commercial and partnership performance. Findings also confirm a significant positive impact of technology characteristics, access opportunity, market potential and financial benefit on the adoption of a formal partnership agreement, but a significant impact only on commercial performance. Research limitations/implications – Further research should use random samples in different industries in other emerging economies, and other data analysis methods to assess decision-making in strategic technology alliances that may include different types of partnerships. Practical implications – The findings are also useful for managers who leverage operations with external resources obtained through strategic alliances parameters both in the process of managing relationships and achieving results. Originality/value – This article contributes to extant literature by developing a practical measurement system of AM, actual EC and resulting performance in an emerging economy country. It also contributes to clarify the decision-making of firms that form strategic alliances for commercializing technology and developing products to facilitate more quality management research in other industries and countries.
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Nurul Izni Kamalrulzaman, Azlinzuraini Ahmad, Akmalia Mohamad Ariff, and Mohd Shaladdin Muda. "Innovation Capabilities and Performance of Malaysian Agricultural SMEs: The Moderating Role of Strategic Alliance." International Journal of Business and Society 22, no. 2 (August 12, 2021): 675–95. http://dx.doi.org/10.33736/ijbs.3751.2021.
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Small and Medium Enterprises (SMEs) in the agriculture sector in Malaysia are still seen to contribute only a small portion towards Gross Domestic Product (GDP) and the total number of the national workforce. As for agricultural SMEs, innovation activities are needed to produce quality agricultural-based products to meet the increasing of Malaysia and world market demand. Nevertheless, innovation among agricultural SMEs is still less encouraging. Hence, this study aims to investigate the effect of innovation capabilities towards performance of agricultural SMEs in Malaysia and determine the role of strategic alliance as a moderator in influencing the performance of agricultural SMEs. The conceptual framework of innovation capabilities is based on Resource-Based View Theory and Schumpeter Innovation Theory that considers strategic alliance will positively affect the relationship between innovation capabilities and SME performance. A total of 136 respondents from Agricultural SMEs were used for data analysis process using SmartPLS 3.0 software. The results show that innovation capabilities have a positive impact on the performance of SMEs, while strategic alliance does not affect the relationship between innovation capabilities and agricultural SME performance. Although strategic alliance has insignificant effect, this might be resulted from the emphasis of this study as it defined strategic alliances as acquisitions of companies. For agricultural SMEs in Malaysia, entrepreneurs need to look at an alliance from a positive perspective by looking it as a joint venture process in resource sharing that will benefit the enterprises, thus it is not only meant acquisition. The implication of this study is expected to contribute and enhance the role of innovation capabilities among entrepreneurs and strategic alliances in the Malaysian agricultural SMEs.
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Čirjevskis, Andrejs. "What Dynamic Managerial Capabilities Are Needed for Greater Strategic Alliance Performance?" Journal of Open Innovation: Technology, Market, and Complexity 5, no. 2 (June 24, 2019): 36. http://dx.doi.org/10.3390/joitmc5020036.
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Despite the rising interest in the nature of open innovation and its implications for greater strategic alliance performance, limited attention has been paid to what the dynamic managerial capabilities underpinning those processes are. Moreover, only limited research has examined how open innovation is practiced by firms working within various network forms (ecosystems, platforms, and strategic alliances) and what dynamic managerial capabilities ensure such networks’ collaborations. We need to further develop the concept of the coupled (collaborative) type of open innovation and to show how open innovation mechanisms, such as strategic alliances, are underpinned by dynamic managerial capabilities and to understand what their “micro-foundations” are. Thus, the goal of this article is to understand the role of sub-capabilities (how managers think and decide) of dynamic managerial capabilities as drivers of successful alliance performance.
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Das, T. K., and Bing-Sheng Teng. "Resource and Risk Management in the Strategic Alliance Making Process." Journal of Management 24, no. 1 (February 1998): 21–42. http://dx.doi.org/10.1177/014920639802400103.
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Resource-based and risk-based views of strategic alliances have not been adequately reflected in the literature. This paper identifies four types of critical resources that the partners bring to an alliance: financial, technological, physical, and managerial resource. It also suggests two basic types of risk in strategic alliances: relational risk and performance risk. The alliance making process is examined in terms of the interactive effects of resource and risk on the orientations and objectives of the prospective alliance partners. Managerial implications are discussed and future research directions indicated in the form of propositions for empirical testing.
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Su, Taoyong, Wanrong Hou, Edward Levitas, and Sibin Wu. "Product Complexity and Strategic Alliance on Drug Approval." American Business Review 24, no. 1 (May 18, 2021): 36–53. http://dx.doi.org/10.37625/abr.24.1.36-53.
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Management of the business-government relationship is critical for firm performance in regulated industries. In this paper, we predict a U-shaped relationship between product complexity and the time to approval by the US Food and Drug Administration (FDA). Moreover, we argue that this association is contingent on the types of strategic alliances (i.e., R&D alliance, Marketing alliance) of the focal firm in that those alliances help FDA and pharmaceutical companies achieve harmony. Using the approved drugs by FDA from 1999 to 2016 as the sample, our hypotheses are supported by the empirical analysis on US pharmaceutical firms. The findings have important implications to achieving harmony between pharmaceutical firms and regulatory agencies.
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Shin, Matthew Minsuk, and Jiwon Lee. "Requirements, Principles, and Performance of Corporate Federalism: A Case of MNC-SME Alliance." Sustainability 11, no. 9 (May 7, 2019): 2617. http://dx.doi.org/10.3390/su11092617.
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This study aims to define and propose a corporate federalism model. In addition, it empirically examines the relationships between the requirements, principles, and performance of corporate federalism, as applied to a strategic alliance among a multinational corporation (MNC) and small- and medium-sized enterprises (SMEs). The study uses survey questionnaires to gather information. The data were collected from associates of 171 SMEs in a strategic alliance with a designated MNC. Structural equation modeling was used to analyze data in order to explore proposed relationships. The findings of the study suggest that corporate federalism creates commitment toward the alliance among participants. Among the requirements of corporate federalism, interpersonal relationships represent the most significant factor for the successful practice of corporate federalism in the given sample. Based on the findings, theoretical and practical implications for implementing corporate federalism in strategic alliances are discussed.
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Osiyevskyy, Oleksiy, Qingjiu Tom Tao, Ruihua Joy Jiang, and Michael D. Santoro. "Opportunity is in the eye of beholder." International Journal of Entrepreneurship and Innovation 18, no. 2 (May 2017): 115–27. http://dx.doi.org/10.1177/1465750317706623.
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As the literature on organizational alliances has begun to shift from analyzing individual dyads to strategic alliance portfolios, the essential drivers of firms’ alliance portfolio characteristics remain largely unexplored and poorly understood. In particular, existing studies do not provide a clear understanding of how contextual factors determine essential characteristics of a firm’s strategic alliance portfolio—particularly with respect to the diversity of the portfolio. Treating firms’ alliance portfolios as bundles of search activities, we apply the behavioral strategy lens to explain the observed changes in strategic alliance portfolios’ diversity driven by factors of the external (environmental jolts) and internal (relative performance) environments. We test our proposed theoretical framework by tracing the evolution of telecommunication industry firms’ alliance portfolios before and after the 1996 Telecommunications Act and the 2000 market crash.
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Hashai, Niron, Mario Kafouros, and Peter J. Buckley. "The Performance Implications of Speed, Regularity, and Duration in Alliance Portfolio Expansion." Journal of Management 44, no. 2 (June 30, 2015): 707–31. http://dx.doi.org/10.1177/0149206315592030.
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Extant research on the management of time shows that the speed of undertaking new strategic moves has negative consequences for firm profitability. However, the literature has not distinguished whether this outcome results from the effects of speed on firms’ revenues or from the effects of speed on firms’ costs, or examined how firms can become more profitable by reducing the negative consequences of speed. We address these gaps for a specific strategic move: alliance portfolio expansion. We show that the speed at which firms expand their alliance portfolios increases managerial costs disproportionately relative to revenues, leading to an overall negative effect on firm profitability. However, a more regular rhythm of expansion and a longer duration of existing alliances reduce the negative profitability consequences of expansion speed by moderating the increase in managerial costs. These findings suggest that firms that make strategic moves, such as alliances, may reduce the negative profitability consequences of speed when they maintain a regular expansion rhythm and when their existing strategic engagements require modest managerial resources.
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Perezgonzalez, Jose. "DOES PERTAINING TO A GLOBAL STRATEGIC ALLIANCE IMPROVE THE BOTTOM LINE?" Journal of Air Transport Studies 5, no. 1 (January 1, 2014): 120–28. http://dx.doi.org/10.38008/jats.v5i1.76.
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This study researched whether pertaining to a global strategic alliance brought significant benefits to the ‘bottom line’ of allied airlines. The study used two groups: a group of airlines which had joined one of three global alliances against a control group of airlines which had not joined any alliances. The research compared the net return of those two groups before and after airlines joined their alliances (or equivalent measure), as well as their relative net performance both in the short-term and in a longer term. Results showed a sensible deterioration in net profitability for the alliance group and a perceptible improvement in net profitability for the nonalliance group. The latter also differed from the former in having a positive relative net performance in the short-term.
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Langenberg, Tobias. "Signaling of Repeated Strategic Alliances and its Effect on Alliance Performance." Academy of Management Proceedings 2015, no. 1 (January 2015): 19009. http://dx.doi.org/10.5465/ambpp.2015.19009abstract.
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Robson, Matthew J., Constantine S. Katsikeas, Bodo B. Schlegelmilch, and Barbara Pramböck. "Alliance capabilities, interpartner attributes, and performance outcomes in international strategic alliances." Journal of World Business 54, no. 2 (February 2019): 137–53. http://dx.doi.org/10.1016/j.jwb.2018.12.004.
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WERASTUTI, Desak Nyoman Sri, Eko Ganis SUKOHARSONO, Erwin SARASWATI, and Yeney W. W. PRIHATININGTIAS. "Are Competitive Strategies and Strategic Alliances Role in Improving Sustainability Performance?" Journal of Environmental Management and Tourism 9, no. 7 (March 4, 2019): 1498. http://dx.doi.org/10.14505//jemt.9.7(31).14.
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Performance measurement in the hospitality sector is not only demanded on financial performance but also expected in the non-financial sector so as to create environment and business goals that are environmentally friendly. Sustainable performance in the hotel sector is expected to provide awareness and demands that hotel managers pay more attention to environmental aspects so as to enhance the hotel's reputation for being environmentally friendly, comfortable with customers, can directly improve services to customers so as to create competitive strategies and strategic alliances for customers. This study aims to determine whether competitive strategies and strategic alliances can play a role in improving sustainable performance. This research was conducted in all 4 and 5-star hotels in Bali Province using questionnaires given to 154 respondents with 125 samples (questionnaire returns). The method used was Structural equation model (SEM). The results showed that the relationship of competitive strategies to sustainable performance had a positive and significant effect, the strategic alliance relationship to sustainable performance had a positive and significant influence as well as the strategic alliance relationship by mediating competitive strategies towards sustainable performance had a positive and significant effect.
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Das, T. K., and Bing-Sheng Teng. "A Resource-Based Theory of Strategic Alliances." Journal of Management 26, no. 1 (February 2000): 31–61. http://dx.doi.org/10.1177/014920630002600105.
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The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource-based view. The proposed theory covers four major aspects of strategic alliances: rationale, formation, structural preferences, and performance. The resource-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. We note that certain resource characteristics, such as imperfect mobility, imitability, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation. We discuss how the resource profiles of partner firms would determine their structural preferences in terms of four major categories of alliances: equity joint ventures, minority equity alliances, bilateral contract-based alliances, and unilateral contract-based alliances. As part of the theory, we propose a typology of inter-partner resource alignment based on the two dimensions of resource similarity and resource utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. We also discuss how partner resource alignment directly affects collective strengths and inter-firm conflicts in alliances, which in turn contribute to alliance performance. Finally, we develop a number of propositions to facilitate empirical testing of the theoretical framework, suggest ways to carry out this testing, indicate future research directions, and list some of the more significant managerial implications of the framework.
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Golonka, Monika, and Robert Rzadca. "DOES A CONNECTION EXIST AMONG NATIONAL CULTURE, ALLIANCE STRATEGY, AND LEADING ICT FIRMS’ PERFORMANCE?" Journal of Business Economics and Management 14, Supplement_1 (December 24, 2013): S395—S412. http://dx.doi.org/10.3846/16111699.2012.732107.
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In this paper we explore links among firms’ performance, firms’ alliance strategies, and national culture in the context of the global information and communication technologies (ICT) industry. Currently, partnering is the one of the most effective ways to access a broad set of resources. In the ICT industry, we can observe a significant number of alliances, networks, and mergers and acquisitions. The contribution of this paper is to investigate how a contextual factor – namely, national culture – influences the alliance portfolio formation and a firm’s performance. We also aim to contribute to the issue of alliance portfolio formation. First, the concepts of alliance portfolio and culture as an explanatory factor are elaborated upon and their relevance to the study discussed. Second, using a sample of 30 ICT leaders and 10,247 of their alliances, we explore the effect of alliance strategy on firms’ performance as well as the connections among culture, firms’ performance, and alliance strategy. The study confirms that, in a global ICT industry (i.e., the most dynamically changing and riskiest environment), weak alliances may increase a firm’s performance more than strong, traditional strategic alliances. Culture may be used as one of the explanatory factors affecting firms’ performance as well as firms’ alliance strategies. Reference to this paper should be made as follows: Golonka, M.; Rzadca, R. 2013. Does a connection exist among national culture, alliance strategy, and leading ICT firms’ performance?, Journal of Business Economics and Management 14(Supplement 1): S395–S412.
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Park, Namgyoo K., and Dong-Sung Cho. "The effect of strategic alliance on performance." Journal of Air Transport Management 3, no. 3 (July 1997): 155–64. http://dx.doi.org/10.1016/s0969-6997(97)00026-4.
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Gudergan, Siegfried P., Timothy Devinney, Nicole Franziska Richter, and R. Susan Ellis. "Strategic Implications for (Non-Equity) Alliance Performance." Long Range Planning 45, no. 5-6 (October 2012): 451–76. http://dx.doi.org/10.1016/j.lrp.2012.09.002.
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Murray, Janet Y., and Masaaki Kotabe. "Performance implications of strategic fit between alliance attributes and alliance forms." Journal of Business Research 58, no. 11 (November 2005): 1525–33. http://dx.doi.org/10.1016/j.jbusres.2004.07.005.
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Ardiyanto, Yan. "STRATEGIC ALLIANCE AND STRATEGIC PLANNING EFFECT TO COMPANY PERFORMANCE IN CREATING COMPETITIVE ADVANTAGE (STUDY CASE AT INDOFOOD CBP SUKSES MAKMUR COMPANY - FOOD SEASONING DIVISION )." JRMSI - Jurnal Riset Manajemen Sains Indonesia 7, no. 1 (April 28, 2016): 78. http://dx.doi.org/10.21009/jrmsi.007.1.05.
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This research head for analyze the effect of inter variable to answered set problems how is strategic alliance and strategic planning to improve company performance for create competitive advantage. This research gives theoritic and managerial implication concern pace which have to take by PT. Indofood CBP Sukses Makmur Food Seasoning Division to improve their company performance for create competitive advantage which got from product strategic alliance and strategic planning. Population in this research is manager, supervisor, and coordinator staff at PT Indofood CBP Sukses Makmur Food Seasoning Division. And Sample of this research is seventy three peoples. Answer data from respondent afterwards it’s analyzed with research model which developed from theoritical frame using path analysis. From the result of data analyze five hypothesis are accepted. Strategic alliance proven has an positively and significant effect for company performance, strategic planning have an positive and significant effect for company performance, company performance have an positive and significant effect for competitive advantage, strategic alliance proven has an positively and significant effect for competitive advantage, and strategic planning have an positive and significant effect for competitive advantage.
Keywords: Strategic Alliance, Strategic Planning, Company Performance and Competitive Advantage
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Russo, Angeloantonio, and Clodia Vurro. "Alliance management knowledge and alliance performance: unveiling the moderating role of the dedicated alliance function." Industrial and Corporate Change 28, no. 4 (September 18, 2018): 725–52. http://dx.doi.org/10.1093/icc/dty037.
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Abstract This study attempts to increase the understanding of how different solutions to build alliance management capability influence alliance performance. We propose that both reliance on the informal accumulation of alliance experience (i.e., tacit alliance management knowledge, AMK) and articulation of alliance know-how in the form of usable guidelines, checklists, or manuals (i.e., codified AMK) have an inverted U-shaped influence on alliance performance. Additionally, we investigate the moderating role of having the dedicated alliance function (DAF) on the curvilinear relationships between reliance on AMK and performance. Based on a sample of 113 large firms involved in strategic alliances, we find support for the inverted U-shaped relationship between reliance on tacit and codified AMK and alliance performance. Moreover, our results indicate that the DAF has a positive impact on the deployment of AMK. The DAF turns into improved performance when the reliance on experiential learning and the codification of AMK are both limited. Moreover, the DAF also reduces the potential downside effects of relying on higher levels of both types of AMK. Finally, DAF diversity, in terms of educational, functional, and tenure heterogeneity of its members, emerges as relevant to achieve effective alliance know-how collection and deployment for superior alliance performance.
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Al-Ansaari, Yahya, Hakim Bederr, and Chuanhai Chen. "Strategic orientation and business performance." Management Decision 53, no. 10 (November 16, 2015): 2287–302. http://dx.doi.org/10.1108/md-01-2015-0034.
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Purpose – The purpose of this paper is to examine the role of strategic orientations (technology, alliance, and market orientations) of small and medium-sized enterprises (SMEs) in an emerging market, namely Dubai in the United Arab Emirates. Design/methodology/approach – Drawing upon data from 200 Dubai SMEs, this study uses a structured survey that was developed from a methodical literature review. Both descriptive and inferential statistics were used to evaluate the findings. Findings – The findings revealed that market orientation has a positive effect on business performance compared to technology and alliance orientations within SMEs in the Dubai marketplace. Research limitations/implications – This study offers SMEs a better understanding of their strategic orientations to enhance business performance. However, this study is limited to only SMEs operating in the Dubai marketplace. Future research could also look at other markets and use qualitative research methods. Originality/value – This study provides important insights that could guide SMEs in their understanding of strategic orientations and the benefits for business performance. These findings reinforce the growing empirical evidence of the positive effect of market orientation, as being a strategic direction for SMEs, on business performance.
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Martynov, Aleksey. "Alliance portfolios and firm performance: the moderating role of firms’ strategic positioning." Journal of Strategy and Management 10, no. 2 (May 15, 2017): 206–26. http://dx.doi.org/10.1108/jsma-01-2016-0003.
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Purpose The purpose of this paper is to fill the theoretical void in the discussion of effects of alliance portfolios on firm performance by studying the moderating role of a firm’s strategic positioning. Design/methodology/approach A fixed effects, autoregressive panel model on a comprehensive, longitudinal sample of large and medium-sized publicly traded companies in the USA. Findings The effect of alliance portfolios on firm performance is conditional on the firm’s strategic positioning. Research limitations/implications The results may not be applicable to firms outside the USA or small firms. Practical implications Executives should craft their alliance portfolios while considering the strategic positioning of their firms. Originality/value This paper presents the first study of alliance portfolios that uses a comprehensive, multi-industry sample while considering firms’ strategic positioning. The paper is the first to jointly study characteristics of alliance portfolios and firm strategies.
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Muange, Rosemary, and Loice C. Maru. "Strategic alliances on performance of retail firms in Nairobi County, Kenya." TQM Journal 27, no. 6 (October 12, 2015): 732–40. http://dx.doi.org/10.1108/tqm-06-2015-0075.
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Purpose – The purpose of this paper is to determine the effect of strategic alliances on firm performance and the moderating effect of firm size in retail firms in Nairobi County in Kenya. Design/methodology/approach – Resource Dependency Theory was used to guide the study. The study adopted explanatory research design. Questionnaires were used to collect data from sample of 216 respondents through stratified and simple random sampling technique. The study used inferential statistics to test hypotheses. Findings – Study findings indicated that joint marketing alliances, procurement-supplier alliances, joint manufacturing alliances and technology development alliances have significant and positive effect on firm performance. Based on the findings, creating a joint marketing, procurement-supplier, joint manufacturing and technology development alliances mostly enhance firm performance. Research limitations/implications – The study considered only one county out of 47, although this county hosts the capital city, where most of the firms considered are located. It therefore is representative of all counties and firms considered in this study. It also considered top management staff and thus may have an effect since the lower cadre staff were not considered. However, most of the required information was expected from top management since these are the ones who make decisions, and hence most affected by strategic alliances. Practical implications – This study has practical implication on firm performance because it has established that strategic alliance improves on overall firm performance. This manifests itself in terms of improve productivity, production efficiency and profitability. It also helps in the availability of products to the end users. Social implications – Through improved productivity, efficiency and profitability, this translates to improved terms of payment of staff and hence improved quality of lives of their families and communities within which they live. It also enables the firms to participate more in corporate social responsibility projects which in turn improves the standard of living of the communities around them. Originality/value – The study has provided an empirical insight on the importance of strategic alliance on firm performance. This is the first study done in the Kenyan context concerning strategic alliances formed by firms to improve on their performance especially on retail firms.
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Valdés-Llaneza, Ana, and Esteban García-Canal. "The devil you know? A review of the literature on the impact of prior ties on strategic alliances." Management Research: The Journal of the Iberoamerican Academy of Management 13, no. 3 (November 16, 2015): 334–58. http://dx.doi.org/10.1108/mrjiam-09-2015-0608.
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Purpose – This paper aims to provide a comprehensive view of the role of previous cooperative relationships between partners at the different stages of development of strategic alliances: formation, design and post-formation, as well as their effect on alliance performance. Design/methodology/approach – This paper is a comprehensive review of the literature. Findings – This paper shows that the relationship between prior ties and alliance outcomes is more complex than what it seems at first sight. The impact that prior ties have on alliance performance and organizational adaptation is not always positive. Research limitations/implications – The main implication of this paper for researchers and managers is to show the need to consider the risks of repeated relationships between partners. This research could be developed by conducting a meta-analysis. Originality/value – This paper provides a comprehensive view of the impact of prior ties between the partners in strategic alliance outcomes. This paper sheds light on some inconclusive results of previous research on this topic.
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Zhang, Yu, Jie Ni, Jian Liu, and Li-rong Jian. "Grey evaluation empirical study based on center-point triangular whitenization weight function of Jiangsu Province industrial technology innovation strategy alliance." Grey Systems: Theory and Application 4, no. 1 (January 28, 2014): 124–36. http://dx.doi.org/10.1108/gs-11-2013-0027.
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Purpose – This paper aims to investigate the performance of Jiangsu Province industrial technology innovation strategy alliance. Design/methodology/approach – Through a preliminary investigation of 30 Jiangsu industrial technology innovation strategic alliances, this paper analyzed the status and extracted 18 alliances to conduct an in-depth investigation. By grey evaluation method based on center-point triangular whitenization weight function, the paper classified and analyzed alliances. Findings – The results show that university or research institutions-oriented alliance perform better, but the government/enterprise-oriented alliance perform diverse, and majority is rated “general”. Originality/value – The paper succeeds in clustering analysis to Jiangsu Province industrial technology innovation strategy alliance with insufficient data. And according to the result of clustering, it analyzes the causes, which provide value information for the sustainable development of Jiangsu Province industrial technology innovation strategy alliance.
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Ferrary, Michel. "Investing in transferable strategic human capital through alliances in the luxury hotel industry." Journal of Knowledge Management 19, no. 5 (September 14, 2015): 1007–28. http://dx.doi.org/10.1108/jkm-01-2015-0045.
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Purpose – The purpose of this paper is explore an organizational design that allows firms to invest in transferable strategic human capital. Strategic human capital requires considerable investment in training costs, effective compensation, opportunities for professional development and expectancy of long employment relationship within a firm. A firm can undertake investment in strategic knowledge and workers can engage in learning only in these circumstances. However, there are a number of risks that are associated with investment in strategic human capital within a firm. In this paper, the author argues that providing strategic human capital to other firms within alliances could be a strategy for leveraging resource. Strategic knowledge facilitates transactions between firms possessing co-specialized human capital and tangible resources. Organizational design of an alliance based on co-specialization allows to balance costs and returns for the human capital supplier, as well as for beneficiary and workers. Within an alliance, the human capital supplier provides workers to a beneficiary firm and coordinates their activities. Supplier specialized in human capital investment ensures improved performance, productivity and efficiency of workers. Possibility to form a greater pool of labor force and to centralize training allows optimizing cost and sharing risks associated with investment activity among alliance participants. Human resource practices in an alliance system foster long-term employment relationship. Entering an alliance increases number of job positions, professional development opportunities through horizontal mobility, promotion and learning opportunities for workers. Finally, alliances allow leveraging investment in human capital beyond a single organization. Design/methodology/approach – This paper conceptualizes the use of alliance based on co-specialization as a strategy to optimize investment in strategic human capital resource. It draws upon the resource-based view (Barney, 1991; Wernerfelt, 1995) and transaction cost theory (Coase, 1937; Williamson, 1981) to examine an alliance as a strategy for leveraging the human capital resources for accessing new markets, building reputation and sharing the risks across more than one organization. Findings – First, the paper reviews the theoretical literature on human capital as a strategic resource (Becker, 1962; Coff, 1997), its sourcing on internal and external labor markets and respective employment systems (Delery and Doty, 1996; Doeringer and Piore, 1971). Second, it focuses on the features of human capital resource (Barney, 1986; Chi, 1994; Doz and Hamel, 1998). Third, it conceptualizes the use of alliances based on co-specialization as organizational structures for investment in human capital across organizations and examines respective employment system and HR practices (Delery and Doty, 1996; Doeringer and Piore, 1971). As result, the author argues that an alliance can be an alternative mean to optimize returns on investment in human capital with strategic transferable knowledge. By consequence, the author describes an alliance employment system and illustrates the arguments with a case of human capital trading in a co-specialization alliance under a long-term management contract in the luxury hotel industry. Originality/value – This paper discusses collaborative ventures as a sourcing strategy of the human capital. An alliance strategy is relevant for sourcing the strategic human capital resources. Human capital resource can be accessed by firms through transfer of skills and organizational routines within collaborative agreements, such as alliances based on co-specialization. In this case, alliance is an organizational architecture between organizations that improves the efficiency and productivity, reduces marginal cost on training due to larger scale of operations and reduces risk by splitting investment in human capital and by offering more career and development opportunities for strategic knowledge workers.
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Wang, Chia-Nan, Yi-Chun Peng, Ming-Hsien Hsueh, and Yen-Hui Wang. "The Selection of Strategic Alliance in IC Packaging and Testing Industry with DEA Resampling Comparative Evaluation." Applied Sciences 11, no. 1 (December 28, 2020): 204. http://dx.doi.org/10.3390/app11010204.
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Merger and acquisition (M&A) cases and the speed of horizontal integration have increased rapidly in the integrated circuit (IC) packaging and testing industry. Therefore, cooperation with suitable strategic alliance partner is a vital success factor for enterprises. This study proposes a “comparative evaluation” model that searches out appropriate strategic alliances on the basis of the resampling model acquired via data envelopment analysis (DEA). The realistic public data of 20 companies was collected from 2015 to 2019 in the IC packaging and testing industry. The super slacks-based measure model was used to evaluate the performance before alliance in the period from 2015 to 2019. The resampling past–present–future model was used to forecast the performance in 2020–2024. Afterward, a future strategic alliance for comparative evaluation of efficiency was established. The results of the alliance were divided into the groups “ineffective” and “effective”. The results show that 11 companies in the “effective” group achieved both improvements and 8 companies in the “ineffective” group achieved only unilateral improvements. The comparison model describes the efficiency of both sides simultaneously, not only from the perspective of the target but also from the perspective of the partner company. The evaluation model proposed in the study enables enterprises to find suitable alliance partners.
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Chiang, Jui-Te, Chei-Chang Chiou, Shuh-Chyi Doong, and I.-Fang Chang. "Research on the Construction of Performance Indicators for the Marketing Alliance of Catering Industry and Credit Card Issuing Banks by Using the Balanced Scorecard and Fuzzy AHP." Sustainability 12, no. 21 (October 29, 2020): 9005. http://dx.doi.org/10.3390/su12219005.
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In recent years, strategic alliances have seen explosive growth in various practical fields. Various forms of strategic alliances and cooperation models have been widely used among various organizations and have received considerable attention from academic and practical circles. However, there are many factors that affect the success of marketing alliances, and the academic community has not reached a conclusion and consensus. Among them, the establishment and monitoring of a performance evaluation mechanism is one of the key points. In the past, many academic studies have devoted themselves to the establishment of performance evaluation mechanisms for many different industries, but few of them have focused on the establishment of performance evaluation mechanisms for marketing alliances between the service industry and the banking industry. The purpose of this study is to assist in the establishment of performance evaluation indicators for marketing alliance between the catering industry and credit card issuing banks by using expert Delphi, fuzzy analytic hierarchy process and balanced scorecard methods. The main result of this study is to establish five key performance evaluation indicators including customer factors, cooperative alliance factors, financial factors, learning and growth factors, and internal process factors. In terms of secondary indicators, there are seven customer sub-factors, six cooperative alliance sub-factors, five financial sub-factors, seven internal processes sub-factors, and five learning and growth sub-factors, totaling 30 sub-factors. The research results can be used as a reference for academic and practical areas.
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Achelhi, Hicham, and Patrick Truchot. "Performance of strategic alliance management: Coordination-cooperation cycle." International Journal of Social Sciences and Education Research 2, no. 3 (July 1, 2016): 708–21. http://dx.doi.org/10.24289/ijsser.279016.
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Nielsen, Bo Bernhard. "Determining international strategic alliance performance: A multidimensional approach." International Business Review 16, no. 3 (June 2007): 337–61. http://dx.doi.org/10.1016/j.ibusrev.2007.02.004.
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Christoffersen, Jeppe, Thomas Plenborg, and Matthew J. Robson. "Measures of strategic alliance performance, classified and assessed." International Business Review 23, no. 3 (June 2014): 479–89. http://dx.doi.org/10.1016/j.ibusrev.2013.07.001.
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Atalay, Murat, Onur Dirlik, and Fulya Sarvan. "Impact of multilevel strategic alliances on innovation and firm performance." International Journal of Innovation Science 9, no. 1 (March 6, 2017): 53–80. http://dx.doi.org/10.1108/ijis-06-2016-0012.
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Purpose The purpose of this study is to explore the configuration of network ties that would have a positive impact on performance outcomes and test the presumed impact of multilevel strategic alliances on innovation and firm performance in a specific industry. Design/methodology/approach This study comprises part of a larger project on the network relations of yacht-building firms operating in Turkey. Data of the study was collected through face-to-face interviews and questionnaires with 143 yacht-building firms operating in major yacht-building regions of the country. Findings The findings of the study indicated the presence of meaningful relationship between total number of (strong) network relations perceived as strategic alliance and overall innovation performance. The generally presumed positive relationship between innovation performance and firm performance was supported. The type of innovation performance that was found to be related to the total number of network ties perceived as strategic alliance at national and global levels was product innovation performance. Practical implications A possible contribution of this study for industry members would be the implications of the finding that indicates positive impact of strategic alliances with different actors of the industry. Originality/value This study contributes to the exploration of network configurations that have a positive impact on innovation and firm performance, by dealing with the impact of the size, strength and geographical level of network relations in one single study. The yacht-building industry as the empirical setting represents a specific category of industry that rests on customized individual or small-batch manufacturing requiring considerable interaction with customers and suppliers. Because no study exists on this topic, findings can inspire similar industries.
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Moon, Sang-Mi, and Moon-Goo Huh. "Strategic Alliances And New Product Development In High-Tech Ventures: The Moderating Role Of Alliance Type And Alliance Capability." Journal of Applied Business Research (JABR) 35, no. 1 (February 1, 2019): 17–28. http://dx.doi.org/10.19030/jabr.v35i1.10294.
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Strategy scholars have proposed that capacity for managing alliance can be a source of superior performance. This study focuses on the role of this capacity, and investigates how alliance management capability of entrepreneurial firms affects the relationship between a firm’s allying and its performance. Because the capability is inherently unobservable, we take alliance experience and average duration of each alliance as proxy variables for measuring alliance management capability. An analysis of multiple allies of entrepreneurial ventures in Korean photovoltaic industry indicate that capacity for managing varying allies, and alliance type positively moderate the relation between alliance and its innovation outcomes.
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Thomas, Mark. "Enhanced company performance through the development of network alliance management skills: a four-point framework." Development and Learning in Organizations: An International Journal 30, no. 2 (March 7, 2016): 11–14. http://dx.doi.org/10.1108/dlo-05-2015-0052.
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Purpose The prevalence of corporate alliances has increased significantly in the past 25 years. However, such coalitions do not always produce the required results – a problem that is exacerbated when several partners are involved in a network alliance. Part of the difficulty is that, often, firms do not recognize all of the key issues in the successful management of an alliance. This paper aims to outline a four-point model that can be used to help companies develop their employees and work more effectively within network alliances. Design/methodology/approach This paper is a conceptual paper that draws in examples from Apple and IBM as well as research from the automobile, oil and higher education industries. It then offers a practical ABCD framework to assist companies in developing their staff to work effectively within network alliances. Findings Many studies show that companies who habitually succeed at strategic alliances have developed superior management teams. Despite this, few companies actively encourage training or even set best practices for alliance management. Given the high cost of establishing alliances and the excessive failure rate, it would seem logical that companies would invest time in the development of skills for personnel, thereby facilitating alliance success. If organizations dedicated more time and funds to training staff in the efficient management of alliances, they would considerably increase the likelihood of their success. Originality/value This paper gives a practical framework that can be referred to when developing company employees to work more effectively within a network alliance. This framework is based on analysis from a broad range of industries.
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Nguyen, Nhu-Ty. "Usage of two-stage Integrating Data Envelopment Analysis to Propose the Best Strategic Alliance: A Case of the Green Logistics Providers." Journal of Social Sciences Research, no. 64 (April 5, 2020): 374–88. http://dx.doi.org/10.32861/jssr.64.374.388.
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In the wave of internationalization, many companies use strategic alliance like an approach to expand and strengthen their businesses. Strategic alliance is also considered to be a highly intelligent approach in green logistics for environment and e-commerce growing quickly and effectively because this is the critical concern worldwide to balance the economic development with the environmental protection. However, a suitable methodology to evaluate and analyze performance of partners is a critical and significant issue for top managers to have effective decisions making for business strategy including alliance strategy in the future. This will improve business performance and reduce carbon dioxide (CO2) emissions among the hot trend of development of green logistics providers. Over past to future forecasting, this paper tries to propose a new approach of data envelopment analysis (DEA) based on grey forecasting and neural network, helping the target company – CSX Corporation make a well-considered decision to select the best strategic alliance candidates. The results indicate that Hub Group Inc. and Con-way Freight are the very best candidates for CSX to have strategic alliances. This combination is suggested not only good for the target company but also beneficial for the partners as well. This is a new studying method in both academic research studies and practical applications by combining Grey theory, neural network and DEA model which probably gives a better “past-present-future” insights into evaluation performance of an industry.
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Oetari, Andi, and Zainul Arifin. "Alliance Strategic and Organizational Form, Managerial and Market Engangement to Improve Performance." International Journal of Project Management and Productivity Assessment 8, no. 1 (January 2020): 1–17. http://dx.doi.org/10.4018/ijpmpa.2020010101.
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The purpose of this study examines whether the strategic alliance affects the organizational form, managerial strategy, market engagement, and performance and how these variables interact in order to become a mutually beneficial partnership. The study took place in Indonesia, especially in Java, to the parties related to the strategic alliance between PT Transportasi Jakarta and bus operators in investment and management of Busway in DKI Jakarta. The study took place is in Indonesia especially Java Island and not only in DKI Jakarta. Findings in this study is have significant and positive effect on organizational form, in other hands, the strategic alliance has a non-signifncant effect to performance, managerial strategy, and market engangement. The novelty in this study is the market engagement variable examined by looking at the relationship between the strategic alliance and market engagement, managerial strategy and market engagement, and market engagement and performance.
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Mellat-Parast, Mahour. "An institutional theory of quality outcomes in strategic supply chain partnership." International Journal of Quality & Reliability Management 32, no. 4 (April 7, 2015): 346–60. http://dx.doi.org/10.1108/ijqrm-09-2012-0133.
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Purpose – The purpose of this paper is to develop a theoretical base for buyer-supplier quality outcomes (in the context of a strategic partnership) from the institutional theory of the firm. It examines quality outcomes within a partnership and demonstrates how the partners’ quality outcomes are related. Design/methodology/approach – The paper examines quality outcomes within a strategic supply chain partnership (buyer-supplier) and demonstrates how the partners’ quality performance are related. Correlation analysis is used to examine the research hypothesis. Findings – Utilizing the institutional theory and stakeholder theory of the firm, it is argued that within a strategic partnership, the quality outcomes of the partners are significantly related. By focusing on a strategic alliance within a strategic group in the US airline industry, it is shown that there is a significant relationship among quality outcomes of the partners within the strategic alliance. Research limitations/implications – The analysis was limited to only one strategic partnership. Future research should examine quality outcomes among multiple strategic partnerships in order to validate the findings of this study. Originality/value – The study discusses the importance of strategic alliances and networks of firms as determinants of firm quality performance.
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Anderson, Shannon W., Margaret H. Christ, Henri C. Dekker, and Karen L. Sedatole. "The Use of Management Controls to Mitigate Risk in Strategic Alliances: Field and Survey Evidence." Journal of Management Accounting Research 26, no. 1 (September 1, 2013): 1–32. http://dx.doi.org/10.2308/jmar-50621.
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ABSTRACT Transaction cost economics (TCE) theory is widely used to study the governance and management control practices used to mitigate interfirm alliance risk. Following Williamson (1985, 1991), empirical studies typically measure transaction characteristics that proxy for risk in alliances (e.g., asset specificity), and test for a relation between these measures and alliance management control choices. A common criticism of studies in this literature is that they typically focus on a narrow set of governance decisions (e.g., make versus buy) or control practices (e.g., specific contract terms). We posit that an equally limiting aspect of this literature is its reliance on risk proxies measured at the level of the individual transaction. These proxies fail to explicate specific alliance risks and, coupled with an undue focus on transactions rather than the totality of interfirm relationships, limit our understanding of how risks give rise to management controls more broadly defined. In this study we use field-based research and survey methods to develop a comprehensive inventory of the specific risks that managers anticipate and to provide insight regarding their prevalence across different types of interfirm alliances. Our analysis of the data supports an extant classification scheme that dichotomizes alliance risk as relational risk or performance risk (Das and Teng 1996, 2001). However, our analysis reveals another distinct risk category—compliance and regulatory risk—that figures prominently in accounting risk frameworks (i.e., COSO). Our exploratory analysis of correlation in the use of management controls, including contracts as well as pre- and post-contractual control processes, reveals six sets of alliance control practices. Relating these to risks, we find that performance risk is associated primarily with careful partner selection and contractual outcome agreements; relational risk is associated primarily with explicit exit agreements; and, compliance and regulatory risk is associated primarily with informal controls. In addition, we find that as compared to contractual alliances, alliances with shared ownership (i.e., joint ventures) make greater use of financial controls and informal controls. By identifying specific risks and controls used in practice and providing preliminary evidence of their relationships, this study provides a reference for future researchers seeking to provide more meaningful insight into the relationship between interfirm alliance risk environment and control systems.
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Chang, Liou, and Lo. "A Hybrid MCDM Model for Evaluating Strategic Alliance Partners in the Green Biopharmaceutical Industry." Sustainability 11, no. 15 (July 27, 2019): 4065. http://dx.doi.org/10.3390/su11154065.
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Since the rise of strategic alliances which play such an important role in industry today, the biopharmaceutical industry worldwide has entered an era of rapid change and collaborative thinking. The strategic alliance is one of the most important strategies for the green biopharmaceutical industry. Member organizations in these alliances work together to create more advantageous biotechnologies based on environmental protection to achieve mutual benefits. In the past, there have been only a few studies discussing partner evaluations and the selection process for the green biopharmaceutical industry, so the criteria or indicators are still not complete. Therefore, this study proposes a novel multi-criteria decision-making (MCDM) framework for strategic alliance partner evaluation that combines the best-worst method (BWM) and the fuzzy TOPSIS technique based on the concept of aspiration level (called fuzzy TOPSIS-AL) to evaluate the performance and priority rankings of strategic alliance partners. The BWM overcomes the shortcomings of small sample sizes and streamlines the number of conventional pairwise comparisons needed. The fuzzy TOPSIS-AL technique introduces the concept of the aspiration level, thereby leading to more reasonable suggestions for improvement. In addition, data from a multinational green biopharmaceutical company survey are utilized to demonstrate the validity and applicability of the proposed model.