Pharmaceutical Industry Trends in Strategic Alliance Formation Between U.S. and Japanese Companies

1996 ◽  
Vol 11 (1) ◽  
pp. 31-41
Author(s):  
Mikio Ishizawa
Keyword(s):  
Pharmaceutical Industry ◽  
Strategic Alliance ◽  
Alliance Formation ◽  
Japanese Companies ◽  
Industry Trends

The Effect of a Firm’s Resource Characteristics on Strategic Alliance Formation in the Airline Industry

2016 ◽  
Vol 12 (5) ◽  
pp. 149-166 ◽  
Author(s):  
Yun-Ah Song ◽  
◽  
Jung-Min Park ◽  
Katya Cornejo ◽  
◽  
...  
Keyword(s):  
Airline Industry ◽  
Strategic Alliance ◽  
Alliance Formation ◽  
Resource Characteristics

scholarly journals Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance

2021 ◽  
Vol 14 (8) ◽  
pp. 385
Author(s):  
Andrejs Čirjevskis
Keyword(s):  
Strategic Alliances ◽  
Critical Success Factors ◽  
Success Factors ◽  
Strategic Alliance ◽  
The Arctic ◽  
Future Research ◽  
Alliance Formation ◽  
Quantitative Research Methods ◽  
Critical Success ◽  
The Impact

This paper aims to unbundle the antecedents of competence-based synergy in the strategic alliance formation process by employing the ARCTIC framework. The current research provides a new empirical application of the ARCTIC framework to reveal the success factors of reciprocal synergies of the Renault–Nissan–Mitsubishi strategic alliance in the automotive industry. By taking a resource-based view on the sources of competitive advantage, the current paper contributes to theoretical and practical issues of global strategic alliances as part of the existing literature on strategic management, international business, and corporate finance. By bridging qualitative and quantitative research methods, the paper provides validity to the ARCTIC framework with an application of the real option valuation. A conceptual model of research helps practitioners and scholars to explore critical success factors of alliance formation and to predict a competence-based synergy of strategic alliances. Future research may explore the institutional context of strategic alliances, specifically, exploring the impact of the French and Japanese governments on the Renault–Nissan–Mitsubishi alliance’s synergies.

Discussion of Integrated Information Systems, Alliance Formation, and the Risk of Information Exchange between Partners

2016 ◽  
Vol 28 (3) ◽  
pp. 19-23
Author(s):  
Alexandra Van den Abbeele
Keyword(s):  
Information Systems ◽  
Information Exchange ◽  
Strategic Alliance ◽  
Chief Financial Officers ◽  
Alliance Formation ◽  
Discussion Paper ◽  
Public Companies ◽  
Exchange Risk ◽  
Formal Controls ◽  
Integrated Information

ABSTRACT Christ and Nicolaou (2016) develop a model predicting that when firms are engaged in alliances with multiple objectives, they are more likely to use Integrated Information Systems (IIS) and more extensive formal controls to manage alliance risk. In addition, they hypothesize that higher levels of IIS are associated with lower information exchange risk and subsequently lower overall alliance risk. Finally, they argue that the relationship between IIS and information exchange risk is mediated by alliance formalization (i.e., the use of formal controls). They test the model using a survey of 116 chief financial officers from U.S. public companies with strategic alliance activity. In this discussion paper, I highlight the main contributions of Christ and Nicolaou (2016), discuss some concerns, and provide some suggestions for future studies.

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