Internal and lateral communication in strategic alliance decision making

2010 ◽  
Vol 48 (5) ◽  
pp. 698-712 ◽  
Author(s):  
Colin J. Butler
Keyword(s):  
Decision Making ◽  
Strategic Alliance ◽  
Lateral Communication

Measuring intellectual capital in a firm belonging to a strategic alliance

2015 ◽  
Vol 16 (1) ◽  
pp. 174-198 ◽  
Author(s):  
Stefania Veltri ◽  
Andrea Venturelli ◽  
Giovanni Mastroleo
Keyword(s):  
Decision Making ◽  
Expert System ◽  
Intellectual Capital ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Empirical Work ◽  
Organizational Level ◽  
Decision Making Process ◽  
Content Type ◽  
Scant Attention

Purpose – The purpose of this paper is to propose a method to measure intellectual capital (IC) in firms involved in strategic alliances, an area that has received scant attention in the literature, as existing research is focused mainly on organizational level mainly and increasingly on macro-level unit such as regions or nations. There are very few works at the meso-level (i.e. alliances, clusters), and the paper aims to fill this void, by providing researchers and practitioners with a tool capable of combining measurement and management aims, developed at organizational level with the active participation of the researchers. Design/methodology/approach – The method of analysis is based on a model formalized through a fuzzy expert system (FES). The FES are able to merge the capabilities of an expert system to simulate the decision-making process with the vagueness typical of human reasoning, maintaining the ability to still have a numeric value as a response. Its construction requires the participation of experts, whose knowledge of the problem is accumulated in the form of blocks of rules. These features make it possible to formalize the decision-making process related to the IC valuation, handling qualitative and quantitative variables, and exploring the cognitive mechanisms underlying this process. Findings – The outcome of the application is a system designed to measure the intangible performance deriving from participation in a strategic alliance using FES. This study contributes to the broadening of the research community’s understanding regarding the alternative measurement of IC created within strategic alliances. Research limitations/implications – To the best of the authors’ knowledge, IC literature lacks methods expressly designed to measure the incremental value of IC originating from collaboration among firms. From a measurement perspective, the results may be regarded as valuable proof that IC performance within strategic alliances can be measured quantitatively. Practical implications – On the management side, the possibility of retracing the determinants of different IC intermediate indicators composing the final IC index allows strategic alliances managers to use this information for decision-making purposes. Originality/value – To the best of the authors’ knowledge this is the first study applying FES to measure IC in a firm belonging to a strategic alliance. In the authors’ opinion, fuzzy logic methodology, recently applied in empirical work designed to evaluate IC, represents a reliable methodology because of the “fuzzy” nature of IC.

scholarly journals Strategic alliance motivation for technology commercialization and product development

2014 ◽  
Vol 37 (6) ◽  
pp. 518-537 ◽  
Author(s):  
Kusumaphorn Sompong ◽  
Barbara Igel ◽  
Helen Lawton Smith
Keyword(s):  
Decision Making ◽  
Strategic Alliances ◽  
Structural Equation ◽  
Strategic Alliance ◽  
Positive Impact ◽  
Market Potential ◽  
Financial Benefit ◽  
Content Type ◽  
Alliance Performance ◽  
Alliance Partners

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.

VSL collaborative online business events

2011 ◽  
Vol 1 (4) ◽  
pp. 1-16
Author(s):  
Roma Chauhan
Keyword(s):  
Decision Making ◽  
Strategic Alliance ◽  
Business Environment ◽  
Subject Area ◽  
Strategic Decision ◽  
Content Type ◽  
Brand Valuation ◽  
Competitive Edge ◽  
Online Business ◽  
Business Events

TitleVSL collaborative online business events.Subject areaThe case is related to strategy of innovation, strategic marketing and brand valuation.Student level/applicabilityThe case consolidates techniques and methodologies of businesses that demonstrate use of technology and innovation to attain competitive edge. It is appropriate for Master's, executive level programme and advance specialized courses of strategy and entrepreneurship. Introductory classes on basics of strategy and information technology will be value add for students.Case overviewIn the growing digital era of virtualization, the businesses are depended on technology to facilitate their multiple operations. Virtual events of conference and exhibition provide broad opportunity to connect and collaborate in real time across the globe. The case discussion applies to potential use of virtual platform as a collaborative tool to achieve business objectives. This case highlights the strategic decision making by an IT company – VSL, regarding product migration and services diversification. It focuses on considering the appropriate strategy of innovation and to make the right decisions.Strategy of innovation and marketing techniques applied by VSL management to sustain in the competitive environment describes the essence of the case. The case is written with the objective to enhance user conceptual understanding through VSL brand valuation and international strategic alliance with 6Connex.Expected learning outcomesThe case familiarises the students with the complexities and challenges involved in a real business environment and put emphasises on the role of played by management for effective decision making. The case helps students to comprehend the relevance of innovation to achieve competitive edge. The case provides an opportunity of exposure to students so that they can understand the key elements of efficient marketing, strategy of innovation and brand valuation. (Elaborate teaching objectives are appended in the teaching note.)Supplementary materialTeaching notes.

Sectoral decision making: structures, processes and trust

2015 ◽  
Vol 53 (7) ◽  
pp. 1545-1559 ◽  
Author(s):  
Sybil S. Henderson ◽  
Erma Jean Smith-King
Keyword(s):  
Decision Making ◽  
Public Administration ◽  
Design Methodology ◽  
Strategic Alliance ◽  
Content Type ◽  
Critical Elements ◽  
Conceptual Paper ◽  
Interorganizational Alliances ◽  
Practical Implications ◽  
Structure And Design

Purpose – The purpose of this paper is to synthesize multi-sector, cross-sector, and other interorganizational alliance structures and processes with particular focus on their saliency in partnership/alliance decision making. Design/methodology/approach – This is a conceptual paper focusing primarily on management and public administration literature that examines decision making in multi-sector, cross-sector, and other interorganizational alliances. Findings – The paper identified that decision making takes place at every stage of the partnership process, with complexity being dependent on organizational structure and design, i.e. dyad or network. Organization structures and key processes including coordination, cooperation, and trust are critical elements that impact decision making. Trust is foundational for the development and sustainability of collaborative alliances. Many of these same characteristics are also found in strategic alliance structures and processes. Practical implications – This analysis of selected literature on decision making and trust has the capacity to enhance awareness and expectation-setting for those entering a collaborative partnership. Trust is an integral and enduring component at every stage. Originality/value – This study crosses the boundary between sectoral partnerships and other interorganizational alliances in the analysis of decision-making structures and processes.

Reducing Agency Problem and Improving Organizational Value-Based Decision-Making Model of Inter-Organizational Strategic Alliance

2011 ◽  
pp. 290-307
Author(s):  
Tsai-Lung Liu ◽  
Chia-Chen Kuo
Keyword(s):  
Decision Making ◽  
Intellectual Capital ◽  
Strategic Alliance ◽  
Negative Impact ◽  
Agency Problem ◽  
Agency Cost ◽  
Core Knowledge ◽  
Knowledge Based ◽  
Decision Making Model ◽  
Organizational Value

This chapter employs a cross-theory perspective by combining the four theories of agency theory, resource-dependent theory, resource-based theory, and knowledge- based theory, intending to explore the impact of inter-organizational strategic alliance on organizational value-based decision-making model and intellectual capital. Drawing the related variables upon making the literature review, analysis and inference, it infers 18 propositions and builds up a conceptual model. As a result, it is found that different formation factors of inter-organizational strategic alliance not only have significanty impact on an agency problem, but also have positive or negative impact on core resource and core knowledge strategic alliance. It is also found that when there is an inter-organizational agency problem, it will further increase the agency cost, and impact on the organizational value-based decision of inter-organizational strategic alliance in the future. Furthermore, the authors hope that researchers understanding through the governance mechanisms of inter-organizational core resource alliance and core knowledge strategic alliance are more matured, it will be more effective to prevent the appearance of agency problem and reduce agency cost and will be more helpful to the increase of organizational intellectual capital and the creation of organizational value.

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