Leading companies and networks of strategic alliances in information technologies

1992 ◽  
Vol 21 (2) ◽  
pp. 163-190 ◽  
Author(s):  
John Hagedoorn ◽  
Jos Schakenraad
Keyword(s):  
Strategic Alliances ◽  
Information Technologies

Information Technologies (ICT), Network Organizations, and Information Systems for Business Cooperation

2014 ◽  
pp. 324-348
Author(s):  
Antonio-Juan Briones-Peñalver ◽  
José Poças Rascão
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Competitive Advantage ◽  
Strategic Alliances ◽  
Growth And Development ◽  
Information Technologies ◽  
Systems Management ◽  
Information Systems Management ◽  
Network Organizations ◽  
Strategic Knowledge Management

Information Technologies (ICT) have developed systems and network organizations that foster the creation of resources for company management. The establishment of strategic alliances and business cooperation systems has been encouraged by ICT and information systems management. This focus on organization and strategic knowledge management shows the capabilities they provide in managing organizations’ intangible assets, information and knowledge, since they are a competitive advantage. Network organizations, intercompany systems, cooperation, and alliances with the support of ICT are the paths to enterprises growth and development.

Knowledge Integration through Strategic Alliances and Virtual Networks

2011 ◽  
pp. 591-600
Author(s):  
César Camisón ◽  
Beatriz Forés ◽  
María Eugenia Fabra
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Knowledge Integration ◽  
Virtual Network ◽  
High Tech ◽  
Second Phase ◽  
Virtual Networks ◽  
Knowledge Based ◽  
Sources Of Knowledge ◽  
Cooperative Agreements

According to the Knowledge-Based View, knowledge integration is one of the main capabilities that organizations must possess in today’s markets. In some high-tech industries, especially sciencebased industries such as biotechnology that need to integrate different bases of specialized expertise, the sources of knowledge are spread across a great variety of organizations. Strategic alliances are an option that may solve problems of speed or cost in these cases. Hence, in this chapter we identify advantages that inter-organizational cooperative agreements may have in the creation of knowledge, with a special emphasis on the case of strategic alliances in which the main aim is the joint creation of knowledge between partners and not simply the appropriation of this knowledge by one of the members of the agreement. In a second phase, we argue that virtual networks add more advantages to this type of alliance because of their special features. We define the virtual network as a strategic, temporary agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to strategic alliances. We identify a virtual network typology by analyzing their properties and their value for the integration of knowledge.

Leveraging IT and Business Network by a Small Medical Practice

2011 ◽  
pp. 513-525
Author(s):  
Simpson Poon ◽  
Daniel May
Keyword(s):  
Competitive Advantage ◽  
Medical Practice ◽  
Strategic Alliances ◽  
Small Businesses ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Medical Information ◽  
Medical Knowledge ◽  
Financial Investment ◽  
Knowledge Based

Although many medical information technologies require significant financial investment and are often out of reach of small medical practices, it is possible through careful alignment of IT and customer strategy, together with a network of strategic alliances to exploit IT effectively. In this case we present a small cardiology consultancy that has engaged in strategic planning in its attempt to leverage IT expertise to attain competitive advantage. We propose that through a network of alliances, a relatively small medical enterprise can benefit from its limited IT investment. The case study indicates the importance of a team of champions with both IT and medical knowledge and the notion of mutual benefit. We also discuss some of the issues faced by all participants in this alliance relationship. The objectives of this case are to provide readers the opportunity to: 1. Discuss how a small medical practice can leverage skills, expertise and opportunities within a strategic alliance to enhance its competitive advantage without heavy up-front financial investments. 2. Explore how small businesses in the professional and knowledge-based industry can gain strategic advantage through IT. 3. Understand the pros and cons of strategic alliances and potential issues related to building trust, consolidating relationships among members and risk management of such alliances on an ongoing basis. 4. Think about the plausibility of business transformation by moving from one industry (specialised cardiology services) to another (medical informatics).

scholarly journals NTERNATIONAL STRATEGIC ALLIANCES: COOPERATION OF COMPANIES IN THE IT SPHERE

2020 ◽  
Vol 113 (6) ◽  
pp. 35-66
Author(s):  
DUHINETS Hanna ◽  
NIZHEIKO Kostiantyn
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Management Approach ◽  
Continuous Growth ◽  
Strategic Direction ◽  
International Strategic Alliances ◽  
Theoretical Generalization ◽  
Common Goals ◽  
Complementary Assets

Background. The IT market in Ukraine annually demonstrates continuous growth and development. This contributes to the fact that its participants are more in contact with their colleagues from other countries. International strategic alliances are becoming one of the most appropriate forms of partnership between domestic IT companies and leading foreign IT companies. In order to anticipate all the risks of joining the ISA, in particular not to lose its subjectivity due to the acquisition, it is necessary to understand the reasons, essence and consequences of the creation of international strategic alliances. An analysis of recent research and publications has shown that despite the existence of some scientific achievements, the issues of forming international strategic alliances in the field of information technologies and the use of this type of cooperation by domestic IT companies remain unresolved. Theaim of the article is to analyze international strategic alliances as forms of cooperation of companies in the IT sphere and the possibility of including Ukrainian companies in these relations. Materials and methods. The research was conducted using the methods of theoretical generalization and analysis. The information base is domestic and foreign works on the functioning of ISAs, statistical sources and Internet resources. Results. The factors that determine the transition from competition to cooperation and the formation of alliances between companies in the IT sector are identified. The types of alliances are described: tactical, quasi-strategic and strategic. It is noted that each of them can be both internal and external (international). The nature of the strategic alliance is analyzed, its characteristics are revealed. Based on the results of the generalized characteristics of the ISA in the IT sphere, its definition is given, on the basis of which the advantages of the alliance are described. It is noted that the peculiarities of the connections of its participants should be taken into account when solving many tasks related to the participation of domestic IT companies in the ISA for the internationalization of business and management. It is proved that in ISA as a pragmatic union the interests of the participants in the strategic direction of their development coincide: each of the participants focuses its activities on the common goals of the alliance. Conclusion. The ISA of IT-sphere is proposed to be considered as a form of inter-firm interaction of IT companies that maintain independence based on the combination of complementary assets of each of them. If all parties of the alliance pursue strategic goals, then this alliance is created in the form of strategic, if there are other goals, the alliance will be tactical or quasi-strategic. In addition, any of the forms can be used to achieve certain business results. Unlike all others the strategic alliances, especially international strategic ones, require a stricter and more systematic management approach to success. The interest of European and American IT companies in forming strategic alliances with leading Ukrainian companies was noted. However, the ultimate goals of such ISAs are not equal long-term partnership, but the acquisition of promising Ukrainian companies. The necessity of careful substantiation of decisions on the entry of domestic IT companies into the international strategic alliance, tactical and operational participation in its management, etc. is proved.

Knowledge Integration Through Inter-Organizational Virtual Organizations

2010 ◽  
pp. 2102-2113
Author(s):  
Montserrat Boronat Navarro
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Knowledge Integration ◽  
Initial Approximation ◽  
High Technology ◽  
Virtual Organizations ◽  
Knowledge Based ◽  
Technology Industries ◽  
High Technology Industries

In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to the strategic alliance, which in turn is beneficial for the integration of knowledge. In high technology industries, inter- organizational virtual organizations add further advantages to this option of knowledge integration through strategic alliances because of the importance of speed and flexibility. We put forward a series of propositions, following an initial approximation to this phenomenon through the combination of the strategic alliances, virtual organizations and the knowledge-based view literatures.

Knowledge Integration Through Inter-Organizational Virtual Organizations

2009 ◽  
pp. 61-72
Author(s):  
Montserrat Boronat Navarro
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
Knowledge Integration ◽  
Initial Approximation ◽  
High Technology ◽  
Virtual Organizations ◽  
Knowledge Based ◽  
Technology Industries ◽  
High Technology Industries

In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to the strategic alliance, which in turn is beneficial for the integration of knowledge. In high technology industries, inter- organizational virtual organizations add further advantages to this option of knowledge integration through strategic alliances because of the importance of speed and flexibility. We put forward a series of propositions, following an initial approximation to this phenomenon through the combination of the strategic alliances, virtual organizations and the knowledge-based view literatures.

Strategic Alliances for Environmental Adaptation

2006 ◽  
pp. 242-280 ◽  
Author(s):  
César Camison
Keyword(s):  
Environmental Management ◽  
Strategic Alliances ◽  
Information Technologies ◽  
Adaptation Strategies ◽  
Environmental Adaptation ◽  
Advanced Knowledge ◽  
Environmental Development ◽  
Knowledge Intensive ◽  
Role Of Information

Although the literature on strategic alliances defines the role of information technologies (IT) as important, any reasoned explanation of it is still anecdotic. This study focuses on a particular type of technological relationship between firms and institutions for developing environmental management innovations through virtual cooperation. It goes into particular depth on the economic and strategic reasons explaining the formation of alliances based on IT. The development of environmental adaptation strategies can be effectively supported with public initiatives for providing advanced, knowledge-intensive services through the creation of technological extension infrastructures. The market’s failure to provide useful public goods for improving environmental development may be corrected effectively using virtual inter-organizational networks facilitating collective learning. This study presents an example of a regional initiative for a cooperative platform based on IT that can result in the assimilation of technological and organizational competences in environmental management by firms located in the area.

Strategic Alliances of Information Technology Among Channel Members

2007 ◽  
pp. 165-190
Author(s):  
H. Y. Sonya Hsu ◽  
Stephen C. Shih
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Strategic Alliances ◽  
Information Technologies ◽  
Supply Chain Coordination ◽  
Future Research ◽  
Supply Chain Network ◽  
Operational Strategies ◽  
It Applications ◽  
Collaborative Efforts

This chapter explores novel ways of improving flexibility, responsiveness, and competitiveness via strategic information technology (IT) alliances among channel members in a supply chain network. To gain competitiveness, firms have to constantly update their operational strategies and information technologies through collaborative efforts of a “network” of supply chain members rather than the efforts of an individual firm. In sum, the foci of this chapter are: (1) an overview of supply chain management (SCM) issues and problems, (2) supply chain coordination and integration, (3) the latest IT applications for improved supply chain performance and coordination, and (4) strategic IT alliances. This chapter concludes with a discussion of business implications and recommendations of future research.

scholarly journals INTERNATIONAL STRATEGIC ALLIANCES IN THE IT FIELD

2021 ◽  
Vol 116 (3) ◽  
pp. 52-63
Author(s):  
NIZHEIKO Kostiantyn
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Strategic Alliance ◽  
It Industry ◽  
Customer Base ◽  
Advantages And Disadvantages ◽  
International Strategic Alliances ◽  
Analysis And Synthesis ◽  
Theoretical Generalization ◽  
And Control

Background. International strategic alliances are becoming one of the most appropriate forms of partnership between domestic IT firms and leading foreign IT companies. However, gaining membership in such an alliance without prior planning can result not only in benefits but also significant losses, which are often ignored and not calculated in advance by domestic representatives of the IT-industry. An analysis of recent research and publications has shown that, despite the existence of some scientific developments, the issues related to determining the advantages and disadvantages of international strategic alliances in the field of information technologies remain unresolved. The aim of the article is to identify the advantages and disadvantages of creating international strategic alliances in the field of information technologies. Materials and methods. Methods of theoretical generalization, analysis and synthesis, induction and deduction are applied. Results. The advantages and disadvantages of international strategic alliances in the IT sphere are identified and characterized. The key advantages of creating international strategic alliances in the IT sphere include: maintaining a greater share of autonomy; achieving new goals; expanding the customer base; improving the quality of services, goods; financial infusions; avoidance of tariff and non-tariff restrictions; expanding the database of contacts. The key shortcomings of the creating international strategic alliances in the IT sphere include: loss of autonomy of management and control; «brain»drain; copyright disputes; uneven costs; differences in terminology; cultural and language barriers; unforeseen conflicts. Conclusion. The need for careful substantiation of decisions on the entry of domestic IT companies into the international strategic alliance has been established. It is argued that the advantages and disadvantages of international strategic alliances in the IT field in most cases depend on the position taken by partners in the creation of ISAs.

scholarly journals STRATEGIC ALLIANCES’ FEATURES AND IMPACTS ON THE COMPETITION OF THE SWITCHED TELEPHONY IN BRAZIL

2004 ◽  
Vol 30 (1) ◽  
Author(s):  
Walter Tadahiro Shima
Keyword(s):  
Strategic Alliances ◽  
Information Technologies ◽  
Wide Spectrum ◽  
Telecommunication System ◽  
Economic Forces ◽  
Before And After ◽  
Partnership Agreement ◽  
Competitive Efficiency ◽  
And Control ◽  
The Impact

Alianças estratégicas podem ser entendidas como acordos de parceria que busca aumentar a eficiência competitiva e a organização entre os participantes. As alianças buscam o beneficio mutuo de troca de tecnologias, qualificações e/ou produtos. Basicamente a características das alianças estratégicas são; a) duas ou mais companhias unidas para alcançar um conjunto de objetivos previamente combinados, entretanto, elas permanecem independentes antes e depois da aliança; b) as companhias compartilham os benefícios da aliança e controlam as tarefas especificas(esse aspecto é um dos mais difíceis de gerenciar na aliança); e c) as companhias aliadas continuamente contribuem para um ou mais áreas estratégicas da aliança. Esse artigo analisa a aliança estratégica entre operadoras Nesse sentido, o objetivo das alianças é aumentar as forças econômicas das operadoras para explorar o mercado mundial. As alianças juntos com as TI’s constituem um tipo de mudança de paradigma. Um amplo espectro de vantagens econômicas e técnicas decorrem em função alta intensidade da difusão das tecnologias, o que muda compartimento de todo o sistema (Freeman, 1991). A privatização da telefonia fixa no Brasil em 1998, implicou a abertura do mercado para a entrada de alianças estratégicas que são lideres na competição global. Dessa forma, o sistema de telecomunicações anterior, Telebrás, foi dividido em 4 regiões: grandes alianças estratégicas globais entraram em 3 delas. Assim, esse artigo tenta entender as operadoras globais, sua natureza e sua relação com o exterior e o impacto dessas parcerias para o desenvolvimento da telefonia fixa no Brasil. Abstract Strategic alliances can be understood as a partnership agreement that searches the increasing of the competitive efficiency and its organization among the participants. The alliances search mutual and beneficial interchange of technologies, qualifications and/or products. Basically, the characteristics of strategic alliances are: a) Two or more companies joined to accomplish a set of combined goals, however they remain independent before and after the alliance; b) The companies share the benefits from the alliances and control the completeness of specified tasks (this aspect is one of the most difficult of managing in the alliance); and c) The allied companies continually contribute to one or more crucial strategic areas that concern alliances. This article analyzes the strategic alliances among operators. In this sense, the objective of the alliances is to enlarge the several operators’ economic forces for a greater exploration of the worldwide markets. The alliances along with the information technologies constitute a kind of change of paradigm. A wide spectrum of technical and economical advantages arises due to the high intensity of diffusion of such technologies, changing the behavior of the whole system (FREEMAN, 1991, p. 508). The privatization of the switched telephony in Brazil, in 1998, implied an opening in the market for the entrance of strategic alliances, which are leaders in the global competition. This way, the former telecommunication system, Telebras, was divided into four regions; strong global strategic alliances entered three of them. Thus, this report tries to understand the global operators, their nature and relationship abroad, and the impact of such partnership for the development of the Switched Telephony Services in Brazil.

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