Relevant bibliographies by topics / Strategic alliances in business

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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 'Strategic alliances in business'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Strategic alliances in business"

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Mamavi, Olivier, Olivier Meier, and Romain Zerbib. "Alliance management capability: the roles of alliance control and strength of ties." Management Decision 53, no. 10 (2015): 2250–67. http://dx.doi.org/10.1108/md-04-2015-0123.

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Purpose – Strategic alliances have a low success rate despite the profusion of literature on this topic in the last 20 years. To understand the factors that determine performance of partnership relations, the purpose of this paper is to study the roles of control and the strength of interorganizational ties in businesses ability to manage strategic alliances. Design/methodology/approach – The authors have examined 10,377 partnership relations formed as part of strategic alliances to analyze the capacity of a business to manage its alliances. The authors built a structural equations model (PLS) 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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Mehta, Dhawal, and Sunil Samanta. "The Nature and Significance of Strategic Alliance." Vikalpa: The Journal for Decision Makers 21, no. 2 (1996): 15–30. http://dx.doi.org/10.1177/0256090919960202.

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In the current scenario of globalization of business, strategic alliance is emerging as a powerful management tool in business management. Though alliances are as old as the industrialization during the 15th and 16th centuries, they are being refocused in the 20th century. But, strategic alliance is not an unmixed blessing as more number of alliances have turned out to be failures. In this article, Dhawal Mehta and Sunil Samanta discuss the nature and significance of strategic alliance by citing a few recent cases of strategic alliances in the Indian industry, argue out why strategic alliance should be resorted to, and list out do's and dont's to enable Indian companies to successfully catapult themselves to the mainstream of global business.
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Kinderis, Remigijus, and Giedrius Jucevičius. "STRATEGIC ALLIANCES – THEIR DEFINITION AND FORMATION." Latgale National Economy Research 1, no. 5 (2013): 106. http://dx.doi.org/10.17770/lner2013vol1.5.1155.

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The article presents analysis of the definition of strategic alliances, the analysis of alliance and the research of a strategic alliance concept; furthermore, it focuses on the contingent hierarchy of alliances. The motives of strategic alliances formation, their categories, groups and benefit for business have been revealed in this article. Special attention is paid to the process of strategic alliance formation and the analysis of factors that influence the formation of strategic alliances and management success. Finally, the types of strategic alliances analyzed in the scientific literature are reflected and the theoretical insights of alliance formation, acquired through systemic analysis, are also presented in this study.
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Čirjevskis, Andrejs. "Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance." Journal of Risk and Financial Management 14, no. 8 (2021): 385. http://dx.doi.org/10.3390/jrfm14080385.

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This paper aims to unbundle the antecedents of competence-based synergy in the strategic alliance formation process by employing the ARCTIC framework. The current research provides a new empirical application of the ARCTIC framework to reveal the success factors of reciprocal synergies of the Renault–Nissan–Mitsubishi strategic alliance in the automotive industry. By taking a resource-based view on the sources of competitive advantage, the current paper contributes to theoretical and practical issues of global strategic alliances as part of the existing literature on strategic management, international business, and corporate finance. By bridging qualitative and quantitative research methods, the paper provides validity to the ARCTIC framework with an application of the real option valuation. A conceptual model of research helps practitioners and scholars to explore critical success factors of alliance formation and to predict a competence-based synergy of strategic alliances. Future research may explore the institutional context of strategic alliances, specifically, exploring the impact of the French and Japanese governments on the Renault–Nissan–Mitsubishi alliance’s synergies.
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Ahwireng-Obeng, F., and O. O. Egunjobi. "Performance determinants of large-small business strategic alliances in South Africa." South African Journal of Business Management 32, no. 3 (2001): 41–51. http://dx.doi.org/10.4102/sajbm.v32i3.724.

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The literature suggests that the success of strategic alliances between large and small firms is influenced by four broad factors: motivational, cultural and resource capability synergies; shared commitments, goals and roles; participative planning, operationalisation and administration; and regular open communications. This study suggests that even though mismatches and incongruencies may be evident, the alliance formation and endurance are influenced by two other factors: largely similar perceptions by both groups regarding the alliance’s performance determinants; and a strong expectation by 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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Johnson, Lewis D., and Edwin H. Neave. "Strategic governance of the alliance spectrum." Corporate Ownership and Control 3, no. 3 (2006): 213–18. http://dx.doi.org/10.22495/cocv3i3c1p7.

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This paper applies the principles of transaction cost economics to the strategic management of firms’ external alliances. External alliances span a spectrum from simple transactional relationships to outright control. Each of these alliance types requires a different degree of monetary and managerial investment. The paper shows that the optimal form of alliance aligns the governance capabilities of firm management with the attributes of the alliance relationship. We regard its approach as particularly relevant for cross-border alliances, especially when the legal and regulatory systems differ between the two countries
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Zhao, Fang. "Taking a Strategic Alliance Approach to Enhance M-Commerce Development." International Journal of E-Business Research 6, no. 4 (2010): 26–37. http://dx.doi.org/10.4018/jebr.2010100103.

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Current m-commerce business models show that m-commerce depends on complex networks of business relationships, which often comprise telecommunications service providers, mobile device makers, banking industry, Internet search engine providers, and various third-party value-adding companies. Due to the nature of m-commerce, the key to success in m-commerce lies predominantly in managing a network of alliances. This paper answers research questions, such as why do companies team up for m-commerce? What are the key challenges facing the alliances? How can companies address the challenges? What does the future hold for the study of strategic alliances including m-commerce alliances? This paper extends strategic alliance theories to the study of m-commerce alliances that are formulated in various cultural and national backgrounds. The authors examine both strategic and operational strategies for m-commerce alliances and discuss a wide range of issues in the formulation and implementation of m-commerce alliance strategy.
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de Lyra, Renato Rodrigues, and Teresia Diana Lewe van Aduard de Macedo Soares. "Strategic alliance governance forms." Corporate Ownership and Control 8, no. 4 (2011): 334–44. http://dx.doi.org/10.22495/cocv8i4c3art2.

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This article presents the results of bibliographical research with a view to identifying the principal factors that should be considered by firms when choosing the most appropriate governance form for a new strategic alliance. It contributes to the body of knowledge regarding factors that influence the choice of governance form in strategic alliances, by seeking to incorporate concepts and proposals available in the internationalization and corporate governance literature to the alliance governance field. It thus also intends to provide guidance on recommended governance forms and practices for executives of firms that operate in strategic alliances at domestic and international levels.
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Kauser, Saleema, and Vivienne Shaw. "The influence of behavioural and organisational characteristics on the success of international strategic alliances." International Marketing Review 21, no. 1 (2004): 17–52. http://dx.doi.org/10.1108/02651330410522934.

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With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that 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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Teng, Bing‐Sheng, and T. K. Das. "Governance structure choice in strategic alliances." Management Decision 46, no. 5 (2008): 725–42. http://dx.doi.org/10.1108/00251740810873482.

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PurposeStrategic alliances have a variety of governance structures that can be broadly classified as joint ventures, minority equity alliances, and contractual alliances. This paper seeks to empirically examine the roles of four key determinants of governance structure choice, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.Design/methodology/approachSeveral hypotheses are developed regarding governance structure choice and are tested with data from 765 alliances. A multinomial logistic regression (logit) model is used for statistical analysis, with five control variables.FindingsAll hypotheses are supported, so that the roles of alliance objectives, alliance management experience, and international partners are demonstrated as being significant as determinants of governance structure choice in alliances.Research limitations/implicationsLimitations stem from the data being from a single source, one that also relies on press announcements that may be biased toward larger alliances.Practical implicationsBriefly, alliance managers should find it useful to assess the relative presence of the four determinants of structural choice studied in this investigation in order to make an informed selection of the appropriate governance structure.Originality/valueThe study contributes to the knowledge of the key determinants of governance structure choice in strategic alliances by examining empirically, with a large sample of alliances from various industries, the significant roles of four factors, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.
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Dissertations / Theses on the topic "Strategic alliances in business"

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

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

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Gray, David Michael Marketing Australian School of Business UNSW. "A competency based theory of business partnering : an empirical study of Australian business-to-business partnerships." Awarded by:University of New South Wales. School of Marketing, 2006. http://handle.unsw.edu.au/1959.4/23302.

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This research, conceptualizes, operationalises and empirically tests a competency-based theory of business-partnering performance within an Australian business-partnering context. Drawing on theory from social psychology and marketing, the research integrates a number of theoretical approaches including resource-based theory, competency based theory, relational factors view, relational interaction theory, and competitive advantage theory to explain why some business partnerships are more successful than others are. The results use a ???process model of business-partnering??? performance to explain the interaction process through which business partners exploit the available partnering related ???operant resources??? and how these resources influence the performance of business partnerships and their ability to achieve a competitive advantage. Specifically, this research investigates a number of important internal resources, which facilitate the building, and maintaining of external businesspartner relations including ???joint alliance competence???, ???joint alliance structure???, ???interpersonal relational competence??? and ???market orientation???. This research shows that an adequate understanding of how these ???operant resources??? are deployed/accessed and co-created by the business partners to achieve a competitive advantage requires integration of ???relational interaction theory??? into ???resource-based theory??? and ???competency-based theory???. The results of this research show that those firms that pursue business partnerships as a competitive strategy can improve performance by engaging in a range of activities, which facilitate the building of ???relational capital??? of the partnership. The results provide support for conclusion that ???communication behaviour??? is a central and important mediating variable in the performance of business partnerships. Overall, the findings are consistent with the literature in finding support for the notion that ???joint alliance competence??? is a direct antecedent of businesspartnering performance. There is support for the notion that the partnership???s ability to govern and manage itself is an important determinant of ???communication behaviour??? and ???co-ordination behaviour???. The results identified ???market orientation???, ???co-ordination behaviour??? and ???relational capital??? as all having a direct influence on business-partnership profitability. Finally, given the relatively high failure rates of business partnerships this research provides greater opportunity for a discussion of the kinds of intervention strategies that could be used to minimise the risk of failure and/or to improve partnership performance. Keywords: competency, alliance, business partnership, relationship marketing, businesspartnering competency, relational factors view, resource based view, relational interaction theory, market orientation, interpersonal relational competency, alliance structure, process model.
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Gustafsson, Lisa, and Therese Simberg. "Strategic Alliances : Implications for Low Cost Airlines." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-128.

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<p>After the deregulation of the airline industry new actors entered the market and among them were the low-cost airlines. These actors are not involved in the same traditional airline alliance used by the traditional airlines to strengthen their position on the market.</p><p>Little research has been made regarding the benefits for low-cost airlines to engage in strategic alliances. The purpose of this thesis is to evaluate if low-cost airlines benefit from engaging in strategic alliances or collaborations, and identify possible alliance configurations.</p><p>To fulfill the purpose we have used a qualitative method and case studies. Interviews with respondents from two low-cost airlines as well as an airline industry field expert were used to gather information about the thesis subject.</p><p>We have concluded that the low-cost airlines in this study benefit from engaging in strategic alliances. The low-cost airlines are using vertical as well as horizontal alliances principally to gain cost-reduction or efficiency benefits. Both cases were against traditional airline alliances due to the high costs involved, and the fact that they do not share the same motives for alliances.</p>
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Fan, Tak-yu David. "An analysis on business networks of the vertical transportation industry in Hong Kong /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17983460.

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Morrison, Alison J. "Small firm strategic alliances : the UK hotel industry." Thesis, University of Strathclyde, 1995. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21315.

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The central objective of this thesis was to advance knowledge of the processes leading to the creation of small firm strategic alliance relationships, and the issues involved in their development and management. This has been recognised by the author as an underdeveloped area of research. Moreover, research analyses and evaluates the contribution of strategic alliances to the small firm operating within the sector in general and within the hotel industiy specifically. Literature research identified that strategic management through co-operative networks represented an appropriate business practice. Thus, empirical research activity focused on a specific form of partial network, that of a strategic alliance. A strategic alliance, Scotland's Commended Hotels and its member small hotel firms was selected as the subjects for empirical research. This strategic alliance is an example of small firms voluntarily co-operating, seeking to add to their competencies by combining marketing resources with those of their partners, in order to safeguard and improve their market and competitive position. This organisation was researched over a period of nine months using a multimethod approach combining qualitative and quantitative techniques in a planned systematic manner. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures,that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships.
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Tam, Kai-man. "Building international strategic alliances through a network approach /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B20262899.

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Gupta, Vishal K. "Firm strategy and knowledge management in strategic supply chain relationships a knowledge-based view /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4431.

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Thesis (Ph.D.)--University of Missouri-Columbia, 2006.<br>The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on April 27, 2009) Vita. Includes bibliographical references.
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Michaelis, Ralph. "A study of alliance formation and alliance mode choice for non-equity strategic alliances in the high technology sector." Thesis, University of Ottawa (Canada), 1996. http://hdl.handle.net/10393/9703.

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The objective of this research was to broadly study the topic of non-equity strategic alliances in the high technology sector. The a priori assumptions were that non-equity alliances were different, and that treatment of non-equity alliances in high technology firms was different from other industries. The objectives of the study were to understand: (a) why are non-equity alliances chosen in the high technology sector; (b) what roles do strategy and core competencies play in the choice of non-equity alliances; and (c) what role do technology and market factors play in high technology alliances? This study investigated twelve alliance formation decisions among three firms in the Ottawa-Carleton Region, in Ontario, Canada. The firms in the sample ranged in size from $150 million in annual revenues, to more than \$10 billion. The partner organizations reflected an international scope with headquarters in Japan, Europe and North America. The sample covered non-equity strategic alliances formed from 1990 to 1996. (Abstract shortened by UMI.)
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Pun, Ming-yu Kenji. "The development of strategic alliance of airports." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B37228882.

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Books on the topic "Strategic alliances in business"

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Multinational strategic alliances. Wiley, 1999.

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

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Developing strategic alliances. Crisp Publications, 2000.

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

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Das, T. K. Strategic alliances for SME development. Information Age Pub. Inc., 2015.

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Business abroad. Gulf Pub., Co., 1996.

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Haq, Rehan Ul. Structural change and strategic alliances. Birmingham Business School, 2004.

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Developing alliance capabilities. Palgrave Macmillan, 2008.

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Strategic alliances as social facts: Business, biotechnology, and intellectual history. Cambridge University Press, 2003.

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Gerdes, Sarah. Navigating the maze: Creating alliances that work. McGraw-Hill, 2003.

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Book chapters on the topic "Strategic alliances in business"

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

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

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Hartmann, Andreas M. "Negotiating for Strategic Alliances." In The Palgrave Handbook of Cross-Cultural Business Negotiation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-00277-0_3.

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Itschert, Jörg, and Rehan ul-Haq. "Business in Central and Eastern Europe in 2000: Dead End for the Alliance?" In International Banking Strategic Alliances. Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9781403937629_10.

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Tjemkes, Brian, Pepijn Vos, and Koen Burgers. "Business ecosystems." In Strategic Alliance Management. Routledge, 2017. http://dx.doi.org/10.4324/9781315543673-20.

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Culpan, Refik. "Open Innovation Business Models and the Role of Interfirm Partnerships." In Open Innovation through Strategic Alliances. Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137394507_2.

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Faulkner, David O. "The Management of International Strategic Alliances." In The Strategy and Organization of International Business. Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1007/978-1-349-26640-1_8.

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Baldi, Francesco. "Managing Strategic Alliances in Good and Bad Times." In SpringerBriefs in Business. Springer Milan, 2012. http://dx.doi.org/10.1007/978-88-470-2850-0_2.

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Baldi, Francesco. "Classifying Synergistic Growth Options Embedded in Strategic Alliances." In SpringerBriefs in Business. Springer Milan, 2012. http://dx.doi.org/10.1007/978-88-470-2850-0_3.

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Chinta, Ravi, and Refik Culpan. "The Role of Open Innovation in Business-University R&D Collaborations." In Open Innovation through Strategic Alliances. Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137394507_8.

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Conference papers on the topic "Strategic alliances in business"

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

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Aleshkova, D. V. "Innovation Management In Business Structures Of Strategic Alliances." In Global Challenges and Prospects of The Modern Economic Development. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.04.02.11.

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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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Vatansever Toylan, Nilüfer, and Fatih Semerciöz. "Inter-Organizational Relations in Hospitality Industry in the form of Strategic Alliance and a Model Suggestion." In International Conference on Eurasian Economies. Eurasian Economists Association, 2013. http://dx.doi.org/10.36880/c04.00741.

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In this study, strategic alliances are discussed from the perspective of hospitality industry and inter organizational relation factors that regulate the formation of strategic alliances have been revealed in hospitality industry. In addition, the relations between inter organizational relation factors, knowledge sharing and organizational innovativeness are raised within the scope of the literature and a model is proposed. In this context, with review of literature, relation factors between hospitality businesses that affects knowledge sharing are examined. These factors are specified as inter organizational trust, the intention of learning, shared vision, communication, (partner-specific) absorptive capacity and commitment. Knowledge sharing and innovativeness variables are especially important in terms of competitive advantage in the market for hospitality strategic alliances. Thus, the main problem of the study is to investigate the relationships between all of these variables.
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Lee, Jungah. "A Study on the Effects of National Culture to Strategic Alliance Types." In Business 2015. Science & Engineering Research Support soCiety, 2015. http://dx.doi.org/10.14257/astl.2015.102.16.

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Zhongke, Zhang, and Huang Yujie. "The Strategic Alliance Study of the E-Business Enterprise." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.112.

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Ping, Li, and Qi Dandan. "Effects of strategic alliance on China's technological progress." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5881774.

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Qi, Meng, and Han Bin. "Analysis on Strategic Alliance for Forming Synergy Mechanism Based on Alliance Entropy." In 2011 International Conference on Business Computing and Global Informatization (BCGIn). IEEE, 2011. http://dx.doi.org/10.1109/bcgin.2011.113.

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Chmilowski, Walt, and Stephen A. Dole. "Achieving Technical Excellence and Improved Results through a Strategic Business Alliance." In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 1999. http://dx.doi.org/10.2118/56577-ms.

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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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Reports on the topic "Strategic alliances in business"

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

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Lerner, Josh, and Robert Merges. The Control of Strategic Alliances: An Empirical Analysis of Biotechnology Collaborations. National Bureau of Economic Research, 1997. http://dx.doi.org/10.3386/w6014.

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Adams, T. F. Properties of energetic materials: United States Department of Energy (DOE) Accelerated Strategic Computing Initiative (ASCI) strategic alliances. Office of Scientific and Technical Information (OSTI), 1997. http://dx.doi.org/10.2172/434391.

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Fontes, Margarida, Cristina Sousa, and Silvana Pimenta. The commercialisation of emerging energy technologies: the strategic alliances of high-technology entrepreneurial firms. DINÂMIA'CET-IUL, 2012. http://dx.doi.org/10.7749/dinamiacet-iul.wp.2012.05.

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Gross, Lora. Strategic Sourcing with Small Business in Mind. Defense Technical Information Center, 2011. http://dx.doi.org/10.21236/ada544191.

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Haeussler, Carolin, and Matthew Higgins. Explaining Preferences for Control Rights in Strategic Alliances: A Property Rights and Capabilities Perspective Approach. National Bureau of Economic Research, 2012. http://dx.doi.org/10.3386/w18364.

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NAVAL SEA SYSTEMS COMMAND WASHINGTON DC. Naval Sea Systems Command Strategic Business Plan 2013-2018. Defense Technical Information Center, 2013. http://dx.doi.org/10.21236/ada586255.

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McGrath, Elizabeth A. Strategic Management Plan: The Business of Defense FY2014-2015. Defense Technical Information Center, 2013. http://dx.doi.org/10.21236/ada588431.

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NAVAL SEA SYSTEMS COMMAND WASHINGTON DC. Naval Sea Systems Command Strategic Business Plan 2009-2013. Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada574261.

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Nilsson, Kjell, Elin Slätmo, and Turunen Eeva. GREEN INFRASTRUCTURE - strategic land use for well-being, business and biodiversity. Nordregio, 2019. http://dx.doi.org/10.30689/pb2019:5.2001-3876.

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