scholarly journals Joint ventures on the air transport market – a new dimension of cooperation

2018 ◽  
Vol 80 ◽  
pp. 149-158
Author(s):  
Elżbieta Marciszewska ◽  
Adam Hoszman
Keyword(s):  
Strategic Alliances ◽  
Joint Ventures ◽  
Joint Venture ◽  
Air Transport ◽  
Strategic Partnership ◽  
Competitive Advantages

Strategic partnership based on cooperation, as part of strategic alliances and other cooperation agreements, has its history in the aviation sector. The processes of cooperation and consolidation decide about the competitiveness of entities from this sector in the global aviation market. This applies not only to airlines, but also airports constituting the infrastructure entities of this sector. The article points to new trends in the construction of partnerships, blurring relations in alliances and wider cooperation of airlines based on joint venture agreements. The development of joint ventures in aviation changes the structure of the aviation market, the conditions of competition, and also changes the strength and depth of existing cooperation within alliances. It re-evaluates their importance in obtaining competitive advantages on the market.

scholarly journals The transformation of strategic airline alliances and airline joint ventures: where are they heading?

2021 ◽  
Vol 12 (1) ◽  
pp. 095-114
Author(s):  
Gökhan Tanrıverdi ◽  
Ayşe Küçük Yılmaz
Keyword(s):  
Joint Ventures ◽  
Joint Venture ◽  
Significant Finding ◽  
Competitive Advantages ◽  
Structured Interviews ◽  
Top Executives ◽  
Qualitative Research Design ◽  
Airline Alliances ◽  
Competition Level ◽  
Sustainable Competitive Advantages

Airline companies has been incorporated various cooperation forms to handle risky situations arising from high competition level and to gain sustainable competitive advantages. The aim of this research is to reveal the transformation that strategic airline alliances and airline joint ventures have, with their current situation. In this research, which adopted the qualitative research design, semi-structured interviews were held with top executives of five traditional airline companies affiliated to strategic airline alliances and airline joint ventures. The most significant finding obtained as a result of the research is that airline companies affiliated with strategic airline alliances are beginning to question alliances’ structures though airlines accept that alliances are still valuable to them. Another remarkable finding is that airlines have begun to move out of classical form with newly launched form of joint venture.

Collaborative Relationships: Legal Limits and Antitrust Considerations

1992 ◽  
Vol 11 (2) ◽  
pp. 101-114 ◽  
Author(s):  
Gregory T. Gundlach ◽  
Jakki J. Mohr
Keyword(s):  
Strategic Alliances ◽  
Joint Ventures ◽  
Analytical Framework ◽  
Competitive Advantages ◽  
Proper Treatment ◽  
Collaborative Relationships ◽  
Managerial Practice ◽  
Legal Limits ◽  
Horizontal Collaboration ◽  
Antitrust Analysis

Competitors are increasingly relying on collaborative relationships guided by intermediate forms of governance (i.e., strategic alliances, hybrids, networks) to find and maintain competitive advantages. In contrast, antitrust analysis has emphasized cartels and joint ventures as the primary modes of collaboration among competitors. This focus overlooks many intermediate forms of governance. This and other trends in antitrust have resulted in confusion over proper treatment of collaborative relationships. The authors examine these trends with the objective of developing an analytical framework that clarifies current law for horizontal collaboration. Implications for managerial practice, policy, and research are provided.

scholarly journals Acxiom, Red Hat, Actifio, & IBM: A Strategic Partnership on Virtualization and Marketing

Virtu@lmente ◽  
2019 ◽  
Vol 6 (2) ◽  
Author(s):  
Wilson H. Gutiérrez B.
Keyword(s):  
Data Storage ◽  
Strategic Alliances ◽  
Strategic Partnership ◽  
Competitive Advantages ◽  
Server Virtualization ◽  
Software Applications ◽  
Business Partners ◽  
Marketing Alliances ◽  
Hardware Costs ◽  
And Behavior

   This document contains an analysis of strategic alliances between «big» players in information technology (IT) and software applications in server virtualization (SV) and marketing alliances. The main objective is to analyze the commercial advantages, benefits, and challenges of business partners, using the SV for information management, data storage, and collaboration in marketing programs. We analyze cases of alliances in companies like IBM, Acxiom, Red Hat, and Actifio, who have identified the competitive advantages of having a main «partner», which has the ideal product or service to complement one or several secondary brands as a commercial strategy and brand positioning. The SV brings positive transformations such as the reduction of hardware costs, the improvement of the provisioning and implementation of the server, disaster recovery solutions, efficient and economical use of energy, and increased productivity. This strategy invites to change the way in which data centers are being formed, and becomes a preferred solution not only for the reduction of IT costs, but at the same time it makes a company more flexible, productive, and efficient, generating better results. The ability to capture and store more and more detailed information about customer needs and behavior, taking advantage of the technology and intelligence of business partners, creates better opportunities in services, products, and more effective marketing campaigns, attracting new customers and positioning brands.

Value Creation in Banking Through Strategic Alliances and Joint Ventures

2011 ◽  
Author(s):  
Alessandra Amici ◽  
Franco Fiordelisi ◽  
Francesco Masala ◽  
Ornella Ricci ◽  
Federica Sist
Keyword(s):  
Value Creation ◽  
Strategic Alliances ◽  
Joint Ventures ◽  
Alliances And Joint Ventures

scholarly journals The Fiduciary Duties of Joint Venture Parties – When do They Arise and What Do They Comprise?

2011 ◽  
Vol 42 (1) ◽  
pp. 117 ◽  
Author(s):  
Jane Knowler ◽  
Charles Rickett
Keyword(s):  
Joint Ventures ◽  
Joint Venture ◽  
Case Law ◽  
The Other ◽  
Common Goal ◽  
Fiduciary Duties ◽  
Fiduciary Obligations ◽  
Australian Case

Joint Ventures are often used by parties in commercial enterprises where parties seek to achieve a common goal. One issue which is increasingly contentious is the extent to which, if any, joint venture parties owe each other fiduciary obligations. This paper refutes, as a dangerous heresy, the idea that joint venture relationships are discrete legal relationships that are inherently fiduciary in nature. The majority of self-styled "joint ventures" are, invariably, nothing more in legal terms than contracts. If parties are going to be bound by fiduciary duties, over and above the contractual duties they owe each other, this will only be so by virtue of the particular arrangement they have entered into which, on a thorough examination of the facts, is found to require each party to give unstinting loyalty to the other. Recent Australian case law bears this out.

scholarly journals Simulation analysis of incentives on employees' acceptance of foreign joint venture management practices: a case study

2020 ◽  
Vol 27 (8) ◽  
pp. 2047-2078
Author(s):  
Jingxiao Zhang ◽  
You Ouyang ◽  
Hui Li ◽  
Pablo Ballesteros-Pérez ◽  
Martin Skitmore
Keyword(s):  
Joint Ventures ◽  
Management Practices ◽  
Joint Venture ◽  
Business Practices ◽  
Content Type ◽  
Joint Management ◽  
Study Results ◽  
Venture Management ◽  
Employee Acceptance

PurposeCultural differences between employees of different nationalities are hindering the development of some transnational joint ventures. Describing and modelling the positive (or negative) factors that cause joint venture employees to accept (or reject) joint management business practices is of great value to all corporations operating abroad with locally sourced employees.Design/methodology/approachThis study uses a Sino-Japan construction joint venture project as a representative case study. First, structural equation modelling is used to identify the factors influencing Chinese employees' acceptance of joint venture management practices. Then, a system dynamics model is adopted to simulate the time-dependent effects of the incentives.FindingsThe study results (1) indicate which incentives strongly affect employee acceptance of joint venture management practices; (2) identify inefficient management practices in cross-cultural joint ventures; and (3) provide evidence that the employees' perceptions of clear purpose, good working relationships and helpful mechanisms positively and directly also support their acceptance of joint management practices.Originality/value–A dynamic simulation method is used to analyse the influence of various incentive factors on employee acceptance of joint management. This provides unprecedented information regarding how these factors interact with each other, hence how their effectiveness varies (both positively and negatively) over time. Further findings also provide new ideas for joint venture managers to adopt more effective management methods.

Control, Conflict, and Performance: A Study of U.S.-Chinese Joint Ventures

1997 ◽  
Vol 5 (3) ◽  
pp. 31-45 ◽  
Author(s):  
Daniel Z. Ding
Keyword(s):  
Empirical Evidence ◽  
Joint Ventures ◽  
Questionnaire Survey ◽  
Joint Venture ◽  
Positive Impact ◽  
Managerial Control ◽  
Foreign Partner ◽  
Venture Performance ◽  
General Managers ◽  
And Performance

This study was designed to test empirically the linkages between control, conflict, and performance using a sample of U.S.-Chinese joint ventures established in China during the period of 1979–1989. Data were gathered through a questionnaire survey among U.S. managers and personal interviews with both U.S. and Chinese general managers in the selected joint ventures. Results showed that dominant managerial control exercised by the foreign partner had a positive impact on the perceived joint venture performance. The study identified major areas in which conflict between joint venture partners occurred. Empirical evidence was found that conflict between joint venture partners significantly hindered joint venture performance.

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