Alliance governance

2016 ◽  
Vol 37 (13) ◽  
pp. E37-E44 ◽  
Author(s):  
Jeffrey J. Reuer ◽  
Africa Ariño ◽  
Laura Poppo ◽  
Todd Zenger
Keyword(s):  
2019 ◽  
pp. 229-256
Author(s):  
John Child ◽  
David Faulkner ◽  
Stephen Tallman ◽  
Linda Hsieh

Chapter 11 considers the governance and control of alliances. It begins with the aims of alliance governance. It continues by considering the key issue of partner control, including formal and informal ways of exercising control. It discusses different dimensions of control that apply to alliances. These are the extent of control exercised by partners over their alliance, the activities and decisions which they control (focus), the mechanisms by which control is exercised, and the foundations for control. The chapter then discusses different combinations of control and coordination mechanisms which are appropriate for coping with the alliance governance challenges arising from financial, resource, and market risks as well as from the requirement to overcome potential conflicts and to ensure the necessary level of internal coordination. While the chapter focuses on governance in international joint ventures, it also discusses the governance of collaborations and of global value chains.


2019 ◽  
Vol 27 (1) ◽  
pp. 1-18
Author(s):  
Yu Li ◽  
Yao Chen ◽  
Yuan Li ◽  
Christopher P. Holland

Relying on resource dependence theory and transaction cost economics, this article discusses the important role of alliance governance as a mediating mechanism in the relationship between market orientation and innovation, and compares the differences between the influences of different dimensions. The article aims to reveal the influence mechanism of different types of alliance governance on the relationship between market orientation and innovation. Based on a sample of 122 Chinese manufacturing enterprises, the article finds that: (1) contractual governance will increase when customer orientation and competitor orientation become higher, and contractual governance will affect radical innovation in a U-shaped way; (2) trust governance will increase when inter-functional coordination become higher, and trust governance has a positive impact on both radical innovation and incremental innovation (II).


2011 ◽  
Vol 181-182 ◽  
pp. 507-515
Author(s):  
Jian Zhang ◽  
Chen Wang ◽  
Li Juan Zhang

In the actual course of commercial operations, governance mode is mainly divided into two categories: alliance mode, leading by real estate developer, and integrated mode, leading by commercial operators. The transaction efficiency and cost vary corresponding to the different mode. In this paper, based on the traditional market, hybrid and hierarchical mode framework in transaction cost theory, inframarginal theory and the actual Chinese commercial management, the author discusses the existing conditions of market, hybrid and hierarchical mode, verifies that the complete market mode in the actual operation process does not exist, at the same time, deeply analyses boundary conditions for the existence and basis for decision making of the alliance mode and integration mode.


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