What Strategies Can Do for Strategic Partnerships: Lessons from the EU’s Strategy on India

2021 ◽  
pp. 67-85
Author(s):  
Henrik Chetan Aspengren ◽  
Axel Nordenstam
Keyword(s):  
Strategic Partnerships

Identifying Business-to-Business Unfair Trading Practices in the Food Supply Chain: The case of Cyprus

New Medit ◽  
2020 ◽  
Vol 19 (1) ◽  
pp. 19-34 ◽  
Author(s):  
Marinos Markou ◽  
Andreas Stylianou ◽  
Marianthi Giannakopoulou ◽  
Georgios Adamides
Keyword(s):  
Supply Chain ◽  
Food Supply ◽  
Small Businesses ◽  
State Level ◽  
Strategic Partnerships ◽  
Food Supply Chain ◽  
National Legislation ◽  
Food Supply Chains ◽  
Enforcement Policy ◽  
Monitoring And Enforcement

Unfair Trading Practices (UTPs) between businesses in the food supply chain have a significant impact on the various stakeholders involved, and on the environment. So far, no attempt has been made at the Member State level for the identification of UTPs in the food supply chain and their impact on the relevant stakeholders. This study drew on this gap and attempted to identify the UTPs that exist in the Cypriot food supply chain, assess their impact on the involved stakeholders and provide guidelines that will assist the transposition of EU relevant Directive to the national law. To achieve this goal, the study was based on a quantitative survey of a representative sample of businesses using a specific questionnaire. The results showed that particular UTPs do appear in the food supply chain with a different frequency, while the majority of businesses have been victims of UTPs in the last five years. Notably, the estimated cost of UTPs as a percentage of the business annual turnover is considered important ranging from 5.7% for retailers to 31.9% for farmers. Thus, most participants agree that UTPs in the agricultural food sector should be regulated by national legislation. We argue that the national legislation for UTPs should be a mix of policies that integrate private, administrative and judicial methods of monitoring and enforcement. Policy and decision makers should seek to reinforce the role and the bargaining power of small businesses in the food supply chain. This might be accomplished through the development of efficient producers’ organizations, short food supply chains, interbranch organizations and strategic partnerships.

Knowledge Strategies through Tie-ups- A Look at Indian

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Susobhan Goswami
Keyword(s):  
Strategic Alliances ◽  
Collaborative Research ◽  
Marketing Channel ◽  
Early Years ◽  
Technology Licensing ◽  
Strategic Partnerships ◽  
Channel Integration ◽  
Research Contract ◽  
Knowledge Strategies

In the last decade or so, strategic alliances and partnerships among pharmaceutical and biotech companies have doubled to around 700 per year per sector, although most of this increase came in the early years. Even though all big pharma companies have a good selling and marketing capacity, many alliances are created to optimise the commercialization of products, for example, through targeting different segments, marketing with synergistic products or in particular territories where a firm is stronger than the originator. Various forms of strategic partnerships such as collaborative research, contract research, co-production agreements, co-marketing arrangements, cross-distribution arrangements, and technology licensing are being utilized for capacity additions, brand acquisitions, marketing channel integration, and R&D integration, depending upon the focus of a firm. Indian firms are forking out contracts, alliances, and are entering into outsourcing deals where they lack strategic capabilities. But a few firms are looking to build long term capabilities and entering into Research and Development alliances.

scholarly journals To Volunteer or Not? Perspectives towards Pre-Registered Nursing Students Volunteering Frontline during COVID-19 Pandemic to Ease Healthcare Workforce: A Qualitative Study

2021 ◽  
Vol 18 (12) ◽  
pp. 6668
Author(s):  
Betsy Seah ◽  
Ben Ho ◽  
Sok Ying Liaw ◽  
Emily Neo Kim Ang ◽  
Siew Tiang Lau
Keyword(s):  
Nursing Students ◽  
Qualitative Study ◽  
Professional Identity ◽  
Healthcare Workers ◽  
Healthcare Services ◽  
Strategic Partnerships ◽  
Healthcare Workforce ◽  
Student Volunteer ◽  
Operational Processes

COVID-19 has caused a shortage of healthcare workers and has strained healthcare systems globally. Pre-registered healthcare students with training have a duty of care and can support the healthcare workforce. This study explored factors influencing the willingness of final-year nursing students to volunteer during the COVID-19 pandemic, the role of professional identity in volunteering as healthcare workers, and strategies to improve future volunteering uptakes and processes. A qualitative study using focus-group discussions was conducted. Final-year nursing students who volunteered, students who did not volunteer, and lecturers who supervised student volunteers were recruited. Interviews were conducted online, video-recorded, and transcribed verbatim. A thematic analysis was used. The themes were “wavering thoughts on volunteering”, “bringing out ‘the nurse’ in students through volunteering” and “gearing up to volunteer”. Findings suggested the need to look beyond the simplicity of altruism to the role of professional identity, operational, and motivational factors to explain nursing students’ decision to volunteer and their volunteer behavior. Providing accommodation, monetary and academic-related incentives, supporting the transitionary phase from students to “professional volunteers”, promoting cohesive and positive staff–student volunteer relationships, and establishing a volunteer management team are strategies identified to improve volunteering uptake and operational processes. Our findings advocate strategic partnerships between hospitals/communities and academic institutions in providing various healthcare services during pandemics.

Quality management challenges in a dynamic reality of mergers, acquisitions and global expansion

2019 ◽  
Vol 36 (7) ◽  
pp. 1192-1211
Author(s):  
Aviva Bashan ◽  
Deganit Armon
Keyword(s):  
Quality Management ◽  
Quality Management System ◽  
Strategic Partnerships ◽  
Quality Systems ◽  
Content Type ◽  
Global Expansion ◽  
Global Quality ◽  
Functional Aspects ◽  
Strategic Role

Purpose The purpose of this paper is to highlight the challenges facing the quality management system (QMS) of parent and subsidiary companies within the dynamics of multinational mergers, acquisitions and strategic partnerships, and to present guidelines for developing a global quality strategy. Design/methodology/approach The quality systems of 18 multinational companies at different stages of mergers and acquisitions (M&A) processes and different global expansion levels were studied in depth using observations, content analyses and interviews with CEOs and operational and quality managers in parent or subsidiary companies. Findings As part of the M&A process, not enough consideration is given to the functional aspects and challenges facing the QMS of subsidiaries, and to the integration of the subsidiary QMS into the corporate QMS. The findings highlight the strategic role of the parent company in creating a corporate QMS and developing a corresponding global quality strategy. Practical implications The classification of the challenges facing the parent and subsidiary QMS forms a diagnostic tool that supports a functional preparedness for integrating quality systems, while addressing their local needs, integrating them into the global activity of the system, and utilizing the growing integrative array of resources and capabilities to achieve global value. Originality/value While M&A is perceived as a strategic topic, it has direct impact on the QMS. This study outlines a necessary conjoining of quality management and strategy, which is the key to global quality management.

Etihad Airlines: growth through successful strategic partnerships

2014 ◽  
Vol 4 (5) ◽  
pp. 1-12 ◽  
Author(s):  
Hamad A. Al Ali ◽  
Syed Zamberi Ahmad
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Business Strategy ◽  
Secondary Data ◽  
Sustainable Growth ◽  
Abu Dhabi ◽  
Aviation Industry ◽  
Strategic Partnerships ◽  
Content Type

Subject area International business and/or strategic management. Study level/applicability This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management. Case overview Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations. Expected learning outcomes Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Drive corporate sustainability through effective strategic partnerships

2021 ◽  
Vol 2021 (1) ◽  
pp. 12746
Author(s):  
Juan Valbuena Hernandez ◽  
Natalia Ortiz-de-Mandojana
Keyword(s):  
Corporate Sustainability ◽  
Strategic Partnerships

scholarly journals El Nino-Southern Oscillation Influences on Food Security

2017 ◽  
Vol 10 (5) ◽  
pp. 268
Author(s):  
Olivia Muza
Keyword(s):  
Food Security ◽  
Value Chain ◽  
El Niño ◽  
Crop Production ◽  
Food Policy ◽  
El Nino ◽  
Southern Oscillation ◽  
El Niño Southern Oscillation ◽  
El Nino Southern Oscillation ◽  
Strategic Partnerships

El-Nino Southern Oscillation (ENSO) is the most recurrent change in climate impacting agriculture productivity and food security. This study investigates ENSO impacts on four cereal crops (maize, millet, sorghum and wheat) using crop production and climate datasets spanning the years 1960-2015. The results of this study reveal that during El Nino (La Nina) maize, sorghum and wheat production decreases (increases) while that of millet increases (decreases). Even though, the correlation is statistically significant for maize only, the outcome is a call to review the macro-food policy taking into account ENSO-related phase effects to redress food insecurity. The study recommends incentives for agricultural productivity including irrigation intensification and small grain value chain development, trade and food security arrangements, income generation opportunities and strategic partnerships for improved food and nutrition security.

Career Central Corp.: Building Critical Mass

2017 ◽  
pp. 1-28
Author(s):  
Mohanbir Sawhney
Keyword(s):  
Critical Mass ◽  
Third Party ◽  
Value Proposition ◽  
Strategic Partnerships ◽  
Job Seekers ◽  
Online Search ◽  
Search Firms

Jacob Matthews, chief strategy officer for Career Central Corp. (CEC), was faced with the challenge of growing the client base for CEC's database of job seekers. While CEC had gained traction in signing up potential recruits, the number of employers using the site was still low, and if the trend continued, the recruits might soon start leaving the site. To grow dramatically, Matthews was exploring the possibility of partnering with executive recruiters, search firms, and other online search firms. But how could he structure such partnerships without compromising the confidentiality of his candidates? How could he minimize the risk involved in trusting a third party with the company's valuable database of employees? What was the value proposition that CEC offered its clients who currently used its competitors both online and offline? Refining the marketing message, structuring strategic partnerships, and consistently delivering on its promise were the issues that CEC had to address to grow its business.

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