ENTREPRENEURSHIP CULTURE AND TECHNOLOGICAL STRATEGIC ALLIANCES BETWEEN COMPETITORS: FROM SAVING TRANSACTION COSTS TO COMMON KNOWLEDGE DYNAMICS

2000 ◽  
Vol 08 (03) ◽  
pp. 271-290
Author(s):  
BOUALEM ALIOUAT
Keyword(s):  
Strategic Alliances ◽  
Joint Venture ◽  
Cultural Practices ◽  
Common Knowledge ◽  
Core Competencies ◽  
Cultural Dimension ◽  
Common Structure ◽  
Top Managers ◽  
Knowledge Dynamics ◽  
Technological Alliances

By combining the ideas of entrepreneurship and partnership, this paper deals with the core competencies (essentially through their cultural dimension) that firms have to develop with technological innovation in view. We are more particularly concerned with entrepreneurs who develop their business through strategic alliances with competitors. By analyzing managerial and cultural practices this paper proposes frameworks of core competencies which contribute to optimizing these alliances. We have carried out an empirical analysis of 60 technological alliances between firms. This study is based on interviews with top managers and entrepreneurs. The results show a scope of two different cases which depend on the creation or not of a common structure (joint venture or joint R&D structure). In the case of non-determinant technological projects, we have proposed flexible contracts. In opposite cases, we propose frameworks of common structures, which favor common knowledge as core competencies in alliances.

Black-Box Protection of Core Competencies in Strategic Alliances

2000 ◽  
Vol 6 (2) ◽  
pp. 32-43 ◽  
Author(s):  
Michael Milgate
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Joint Venture ◽  
Core Competencies ◽  
Black Box ◽  
Advanced Technology ◽  
Proprietary Information ◽  
Know How ◽  
Sensitive Knowledge ◽  
Cooperative Venture

AbstractThis article presents a conceptual framework that participants in cooperative ventures may use to protect core competencies and proprietary information, while allowing the cooperative venture to benefit from these. While strategic alliances, in various forms, are becoming more common (Beamish and Delios, 1997), a potentially issue that often remains unresolved is how to protect your core competencies, while still cooperating openly with your partner, particularly when advanced technology is involved. It can be difficult for partners in an alliance to cooperate and openly share strategic know-how. Cooperation and openness are necessary, however, if a joint venture is to succeed. Since the success of any strategic alliance is based on cooperation, trust and an open sharing of competencies, potentially sensitive knowledge might be exposed through the joint venture. This is why many executives regard strategic alliances with reservation (Lorenz, 1992). They resist giving away core strategic competencies that might be misused in other contexts.

Black-Box Protection of Core Competencies in Strategic Alliances

2000 ◽  
Vol 6 (2) ◽  
pp. 32-43 ◽  
Author(s):  
Michael Milgate
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Joint Venture ◽  
Core Competencies ◽  
Black Box ◽  
Advanced Technology ◽  
Proprietary Information ◽  
Know How ◽  
Sensitive Knowledge ◽  
Cooperative Venture

AbstractThis article presents a conceptual framework that participants in cooperative ventures may use to protect core competencies and proprietary information, while allowing the cooperative venture to benefit from these. While strategic alliances, in various forms, are becoming more common (Beamish and Delios, 1997), a potentially issue that often remains unresolved is how to protect your core competencies, while still cooperating openly with your partner, particularly when advanced technology is involved. It can be difficult for partners in an alliance to cooperate and openly share strategic know-how. Cooperation and openness are necessary, however, if a joint venture is to succeed. Since the success of any strategic alliance is based on cooperation, trust and an open sharing of competencies, potentially sensitive knowledge might be exposed through the joint venture. This is why many executives regard strategic alliances with reservation (Lorenz, 1992). They resist giving away core strategic competencies that might be misused in other contexts.

Elaborations

2013 ◽  
Author(s):  
Michael Suk-Young Chwe
Keyword(s):  
Cultural Practices ◽  
Common Knowledge ◽  
Knowledge Generation ◽  
The One ◽  
Influence Behavior ◽  
The Way

This chapter begins by describing two competing kinds of explanations to the one offered in the preceding chapter. The first is the way in which rituals are thought to influence behavior through direct psychological stimulation. The second is based on how being physically together in a group of people affects individual emotions. It addresses the question of whether common knowledge is an impossible ideal. It then discusses how publicity—or more precisely, common knowledge generation—and content are never really separable, in contrast to the book's argument that both must be considered in understanding cultural practices such as rituals. The chapter goes on to explain how historical precedent can generate common knowledge and generating community through common knowledge.

Board political experience and firm internationalization strategy

2017 ◽  
Vol 10 (4) ◽  
pp. 401-416 ◽  
Author(s):  
Earl Yarbrough Jr ◽  
Michael Abebe ◽  
Hazel Dadanlar
Keyword(s):  
Firm Performance ◽  
Strategic Alliances ◽  
Joint Venture ◽  
Corporate Strategy ◽  
Strong Support ◽  
Political Activity ◽  
Content Type ◽  
Political Experience ◽  
Firm Internationalization ◽  
Internationalization Strategy

Purpose The purpose of this paper is to empirically examine the link between board of director composition and firm performance. Specifically, the paper argues that board political experience influences the firm’s internationalization strategy as directors with significant political experience provide guidance, resources, and network access that enhance the firm’s international presence. The authors also posit that board political connections would be more helpful for firms operating in high-regulation industries. Design/methodology/approach The authors tested the predictions using data from 156 large US firms. Data on directors’ background were gathered from SEC proxy filings, while data pertaining to internationalization were obtained from Compustat and Mergent Online databases. Hierarchical moderated regression analysis was employed to empirically test the hypothesized relationships. Findings The findings provide strong support for the positive relationship between board political experience and the degree of firm internationalization. Contrary to the authors’ predictions, the level of industry regulation does not seem to significantly affect this relationship. Research limitations/implications Firms aggressively pursuing international strategy could benefit from having directors on their board with robust political experience. One of the limitations of the study is that the types of international activities for firms is not specified in the study as it might be in the form of joint-venture capacity, strategic alliances or for firms that might be born-global. Originality/value This study makes original contribution to the on-going research on board political activity and firm performance through internationalization strategy. The findings suggest that having directors’ with political experience is an important asset in influencing firm’s corporate strategy.

The Impact of International Joint Venture on Local Economy: A Case Study of Hero Honda

2015 ◽  
Vol 4 (1) ◽  
pp. 14-26 ◽  
Author(s):  
Aritra Saha ◽  
Utpal Chattopadhyay
Keyword(s):  
Joint Venture ◽  
Conflicts Of Interest ◽  
Core Competencies ◽  
Local Economy ◽  
International Joint Ventures ◽  
Production Volume ◽  
International Joint ◽  
Key Factor ◽  
Two Wheeler ◽  
The Impact

The Indian two-wheeler industry has undergone a long journey since its humble beginning in the late 1940s. During these eventful years, it has experienced great advancements in technology, tremendous increments in production volume and opening up of the market for global trade. India has now emerged as a global leader in two-wheeler production and trade. A key factor behind the creditable progress of this industry has been the operation of several international joint ventures (IJVs) such as Kawasaki Bajaj, TVS Suzuki, Kinetic Honda and Hero Honda. Of all IJVs, the partnership between Hero and Honda has been the longest and perhaps the most remarkable too. This article gives a brief overview of the Indian two-wheeler industry and presents a glimpse of the IJVs therein. It analyzes the impact of Hero Honda case, in detail, to showcase how a local manufacturer can team up with a global player and still achieve a synergy between their core competencies for enhancing efficiency, productivity and quality. The article narrates the transition from interfirm competition to cooperation and aims at finding out how management innovations by both the partners can help reduce conflicts of interest, avoid cannibalization of the products of individual firms and derive mutual benefits by aligning their individual targets to a common goal of market success.

EMERGING WITH ALLIES: THE ROLE OF TOP MANAGEMENT STRATEGIC CONGRUENCE IN THE CREATION OF INTER-FIRM RELATIONSHIPS

2004 ◽  
Vol 12 (01) ◽  
pp. 35-53 ◽  
Author(s):  
JILL KICKUL ◽  
ELIZABETH BELGIO ◽  
MATT GREEN
Keyword(s):  
Strategic Planning ◽  
Strategic Alliances ◽  
Core Competencies ◽  
Entrepreneurial Firms ◽  
Technology Infrastructure ◽  
Operational Effectiveness ◽  
Product Service ◽  
Internal Core ◽  
Entrepreneurial Growth

As new and enabling technologies allow for the opening of market and resource opportunities in many industries, the importance of building and developing inter-firm alliances has become a business necessity. Entrepreneurial firms that are able to define their internal core competencies and strategies as well as work side-by-side with complementary partners may be able to exploit many of the opportunities existing in the marketplace. Moreover, those firms able to continuously improve their businesses and competencies as well as their alliance structure will also be at an advantage in meeting the next new opportunity. The purpose of this paper is to examine the value realized from strategic alliances in terms of product/service innovations, future strategic planning, and technology infrastructure advantages. By utilizing strategic alliances, entrepreneurial growth in terms of external capabilities as well as operational effectiveness may be realized.

Role of context and contest in the structuring of alliance governance

2014 ◽  
Vol 7 (2) ◽  
pp. 172-192 ◽  
Author(s):  
Senthil Kumar Muthusamy
Keyword(s):  
Strategic Alliances ◽  
Resource Dependence ◽  
Joint Venture ◽  
Task Complexity ◽  
Multinomial Logistic Regression ◽  
Balance Of Power ◽  
Governance Structure ◽  
Empirical Examination ◽  
Content Type ◽  
Alliance Governance

Purpose – The alliance governance – whether equity or non-equity based – through which an alliance is governed serves as a mechanism to protect a firm from partner's opportunistic behavior, manage resource dependence and facilitate knowledge sharing. Alliance governance structure also reflects the risk, reward and control that partners perceive in a relationship. In light of the conflicts and instabilities reported in strategic alliances, the purpose of this paper is to examine the interorganizational domain that affects the endurance and continuity of collaboration and explain how the alliance interface contexts determines the structuring of alliance governance. Design/methodology/approach – An empirical examination of 179 strategic alliances, using survey and archival data conducted to test the hypothesized relationship between the choice of governance structure and the complexity of alliance task, balance of power and competitive scope between partners. Findings – A multinomial logistic regression of the hypothesized variables revealed that the complexity of alliance task, balance of power, and competitive scope between partners are significantly related to the mode of alliance governance – whether non-equity, minority-equity, or joint venture. Originality/value – This study makes a significant contribution to the understanding of the relationships between the contextual factors such as the alliance task, power dynamics, and competitive scope that shape the collaboration and structuring of appropriate alliance governance mode. Results of the study provide strong evidence for the hypotheses that the greater the task complexity, and greater the balance of power and scope of competition between partners, the alliance governance tends to be equity or joint venture based. Consistent with recommendations of several organizational scholars that the theory of alliance governance and performance must shift from individual partner firm to interaction domain and interface contexts (Luo, 2002; Gray and Wood, 1991; Oxley and Sampson, 2004), this study integrally examined the dyadic issues such as balance of power, task complexity, and the competitive scope and the dynamic role they play in decisions pertaining to alliance governance. While many extant studies on the choice of alliance governance structure have employed secondary data sources, the study employed data from survey measures (Gulati, 1995; Teng and Das, 2008; Oxley and Sampson, 2004) enhancing the validity of the results.

A deadly discrimination among Montreal infants, 1860–1900

2001 ◽  
Vol 16 (1) ◽  
pp. 95-135 ◽  
Author(s):  
PATRICIA THORNTON ◽  
SHERRY OLSON
Keyword(s):  
Social Status ◽  
Cultural Practices ◽  
Ethnic Politics ◽  
Spatial Segregation ◽  
Cultural Dimension ◽  
French Canadian ◽  
Infant Survival ◽  
Birth Cohorts ◽  
Present Evidence ◽  
A Chain

We compare Montreal's three largest cultural communities – French Canadian, Irish Catholic, and Anglo-Protestant – with respect to infant survival over the forty years 1860–1900. From three birth cohorts we present evidence for a powerful and persistent cultural dimension which outweighs distinctions of social status. The local cultural mix offers insights into mechanisms operating through a chain of cultural practices, property interests, ethnic politics, and spatial segregation.

scholarly journals Innovation Capabilities and Performance of Malaysian Agricultural SMEs: The Moderating Role of Strategic Alliance

2021 ◽  
Vol 22 (2) ◽  
pp. 675-695
Author(s):  
Nurul Izni Kamalrulzaman ◽  
Azlinzuraini Ahmad ◽  
Akmalia Mohamad Ariff ◽  
Mohd Shaladdin Muda
Keyword(s):  
Strategic Alliances ◽  
Resource Sharing ◽  
Strategic Alliance ◽  
Joint Venture ◽  
Positive Impact ◽  
Small And Medium Enterprises ◽  
World Market ◽  
Market Demand ◽  
The Relationship

Small and Medium Enterprises (SMEs) in the agriculture sector in Malaysia are still seen to contribute only a small portion towards Gross Domestic Product (GDP) and the total number of the national workforce. As for agricultural SMEs, innovation activities are needed to produce quality agricultural-based products to meet the increasing of Malaysia and world market demand. Nevertheless, innovation among agricultural SMEs is still less encouraging. Hence, this study aims to investigate the effect of innovation capabilities towards performance of agricultural SMEs in Malaysia and determine the role of strategic alliance as a moderator in influencing the performance of agricultural SMEs. The conceptual framework of innovation capabilities is based on Resource-Based View Theory and Schumpeter Innovation Theory that considers strategic alliance will positively affect the relationship between innovation capabilities and SME performance. A total of 136 respondents from Agricultural SMEs were used for data analysis process using SmartPLS 3.0 software. The results show that innovation capabilities have a positive impact on the performance of SMEs, while strategic alliance does not affect the relationship between innovation capabilities and agricultural SME performance. Although strategic alliance has insignificant effect, this might be resulted from the emphasis of this study as it defined strategic alliances as acquisitions of companies. For agricultural SMEs in Malaysia, entrepreneurs need to look at an alliance from a positive perspective by looking it as a joint venture process in resource sharing that will benefit the enterprises, thus it is not only meant acquisition. The implication of this study is expected to contribute and enhance the role of innovation capabilities among entrepreneurs and strategic alliances in the Malaysian agricultural SMEs.

IFA’s expansion in Asia – destination India

2016 ◽  
Vol 6 (2) ◽  
pp. 1-29
Author(s):  
Tripti Ghosh Sharma ◽  
Tapabrata Ghosh
Keyword(s):  
Joint Venture ◽  
Cultural Practices ◽  
International Marketing ◽  
Subject Area ◽  
Indian Market ◽  
Key Factors ◽  
Content Type ◽  
International Growth ◽  
Economic Infrastructure ◽  
Football Training

Subject area Strategy/entrepreneurship/international marketing. Study level/applicability This case is recommended for use in courses on strategy, entrepreneurship, international marketing and joint venture for PGDM and Executive programmes. Case overview International Football Academy (IFA), a leading football development firm, is gearing up to expand its operations to a new geographic market, India. The purpose is to further its international growth plans by establishing a lasting presence in developing markets. Their previous stints in China and Indonesia met with huge success. However, there was a stark difference between those geographies and the Indian market, in terms of political system, economic infrastructure, social framework, cultural practices, technological advancements, legal regulations, etc. In a country where 47 per cent of the 1.2 billion population considered themselves football fans (Nielson survey, 2010), it was ironical that the Indian football market remained one of the most untapped and fragmented of its kind. The question for IFA was: “Would India be another feather in our hat?” Expected learning outcomes The case highlights the key factors facing firms, when expanding into emerging markets. The students are expected to think through the various dimensions to decision-making, which includes Why (expand), Where (which market), When (right time), What (thrust of strategy) and Who (partners). It also compels the students to appreciate the various challenges involved in exporting a product, which is as unique as “football training”. 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. Subject code CSS 11: Strategy

Sign in / Sign up

Export Citation Format

Share Document