The role of strategic alliances in complementing firm capabilities

2012 ◽  
Vol 18 (6) ◽  
pp. 858-869 ◽  
Author(s):  
John Rice ◽  
Tung-Shan Liao ◽  
Nigel Martin ◽  
Peter Galvin
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Life Cycles ◽  
Transfer Of Knowledge ◽  
Alliance Formation ◽  
Firm Capabilities ◽  
External Resources ◽  
Cost Minimisation ◽  
Industry Life Cycles

AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.

The role of strategic alliances in complementing firm capabilities

2012 ◽  
Vol 18 (6) ◽  
pp. 858-869 ◽  
Author(s):  
John Rice ◽  
Tung-Shan Liao ◽  
Nigel Martin ◽  
Peter Galvin
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Life Cycles ◽  
Transfer Of Knowledge ◽  
Alliance Formation ◽  
Firm Capabilities ◽  
External Resources ◽  
Cost Minimisation ◽  
Industry Life Cycles

AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.

scholarly journals Strategic Alliances in Firm-Centric and Collective Contexts: Implications for Indigenous Entrepreneurship

Economies ◽  
2020 ◽  
Vol 8 (2) ◽  
pp. 31
Author(s):  
Antony I. Jongwe ◽  
Peter W. Moroz ◽  
Moses Gordon ◽  
Robert B. Anderson
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Theory And Practice ◽  
Value Systems ◽  
Future Research ◽  
Business Organizations ◽  
Alliance Formation ◽  
Empirical Observation ◽  
Entrepreneurial Action

How might diverse and often conflicting knowledge and belief structures and practices be mobilized into legitimate approaches for people looking to address the need for heightened responsible and sustainable entrepreneurial action by business organizations; humanizing the role of business in development? To answer this question, we explore two previously unconnected but aligned streams of literature: (i) work on strategic business alliances in general (R1); and (ii) work on corporate/Indigenous community partnerships specifically (R2). A systematic literature search identified 300 papers on the topics in total. We selected 39 general and 23 Indigenous-specific papers for review using a guiding classification matrix to determine principal themes and concepts. Both streams of literature were reviewed, and an approach was developed to identify areas where the empirical observation of Indigenous partnerships provides a contribution to the theory and practice of Indigenous entrepreneurship within the realm of strategic alliance formation, and vice versa. The paper concludes with a discussion of dissimilarities in the two streams of literature and maps out avenues for future research into strategic alliances involving corporate responsibility and sustainability (CRS), approaches based on Indigenous belief and value systems, and Indigenous entrepreneurship.

Strategic Alliances

2009 ◽  
Author(s):  
Andrew C. Inkpen
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Alliance Formation ◽  
Performance Control ◽  
Alliance Performance ◽  
Alliance Networks ◽  
The Past ◽  
Research Areas ◽  
Research Questions

Over the past several decades there has been an enormous increase in the formation of international strategic alliances and in the research efforts devoted to understanding alliances. This article analyses the major issues and research questions in the international strategic alliance area. Although the objective is to be as comprehensive as possible, the volume of research in this field is so large that various areas can be discussed only peripherally. The article begins with a brief overview of alliances forms and then moves on to consider alliance formation and governance structures, alliance performance, control issues, bargaining power, the role of trust, evolutionary processes, and alliance networks. Within each section, key research areas and questions are identified and the major supporting research and associated findings are discussed.

Knowledge transfer in Hero Motor Corp Ltd.

2014 ◽  
Vol 13 (6) ◽  
pp. 260-263
Author(s):  
Geeta Rana ◽  
Alok Kumar Goel ◽  
Ajay Kumar Saini
Keyword(s):  
Knowledge Transfer ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Influencing Factor ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Wide Range ◽  
The Us ◽  
Cross Country

Purpose – This paper aims to examine the issues of knowledge transfer in international strategic alliance within Hero Moto Corp. Ltd., an Indian multinational company. International Strategic alliances have been increasing in numbers in the past decades and transfer of knowledge and its transfer in multinational companies is wider debate. The case explores the complex issues involved in cross-organization and cross-country transfer of knowledge. The company has forged a strategic alliance with the US-based Erik Buell Racing for accessing technology and design inputs. Design/methodology/approach – It presents a structured case study that examines a wide range of knowledge transfer issues of international strategic alliance. Findings – It reveals that a major influencing factor is the national culture of the parents and that of the host country which provides the context with in which alliances are operate. It is also explored the ways in which the multi-parentage of strategic alliances influences their Human Resource Management (HRM) policies and practices. Originality/value – It provides plenty of useful information on an issue that affects virtually every employee and organization.

scholarly journals Strategic Alliance or Hegemonic Strategy? Conservatism Among the Dispossessed

2003 ◽  
Vol 1 (1) ◽  
Author(s):  
Michael W. Apple
Keyword(s):  
Strategic Alliances ◽  
Social Transformation ◽  
Strategic Alliance ◽  
Social Actors ◽  
Strategic Actions ◽  
The Core ◽  
Activist Group ◽  
Balance Of Forces ◽  
Strategic Support

This article examines a growing phenomenon—the growth of seemingly conservative sentiments among disenfranchised groups. I take as a prime example of such growth the strategic support of neo-liberal and neo-conservative policies by an African American activist group, the Black Alliance for Educational Options (BAEO). At the core of my analysis is a concern about what is at stake for all of us if rightist multiculturalism succeeds in redefining what and whose knowledge is of most worth and what our social and educational policies are meant to do. I argue that no matter what one's position is on the wisdom of BAEO's strategic actions, the entire case provides a crucial example of the politics of disarticulation and re-articulation, on the ways in which social movements and alliances are formed and re-formed out of the material and ideological conditions of daily life, and of the politics of discursive re-appropriation. Thus, an analysis of such movements is important both in terms of the balance of forces and power involved in specific educational reforms, but also in terms of more general issues concerning the processes of social transformation and agency. A critical but sympathetic understanding of groups such as BAEO may enable us to avoid the essentialism and reductionism that enters into critical sociological work on the role of struggles over state policies. Further, it can provide a more nuanced sense of social actors and the possibilities and limits of strategic alliances in a time of conservative modernization.

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.

scholarly journals AN INVESTIGATION INTO FACTORS INFLUENCING INTERNATIONAL STRATEGIC ALLIANCE PROCESS

2003 ◽  
Vol 5 (3) ◽  
pp. 273
Author(s):  
Sari Wahyuni ◽  
Theo J.B.M. Postma
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Process Development ◽  
Governance Structure ◽  
Market Uncertainty ◽  
Unified Framework ◽  
Firm Capabilities ◽  
Cooperative Process ◽  
Phases Of Development ◽  
Cooperative Relationship

Empirical research indicates that strategic alliances, like other organizational forms, emerge as an adaptive mechanism to market uncertainty, and their developments over time reflect the co-evolution of distinctive firm capabilities and of industry and market activities. Interestingly, most strategic alliances go through similar revolutionary cycles in terms of their motives and capabilities toward the cooperative relationship. Studies in this areas how that alliance failure is an outcome of the co-evolutionary adjustment to changes in the market, the competitive dynamics between partners, and assessment of efficiency of the alliance as an alternative governance structure. It is thus critical to adopt a dynamics perspective and historical observations of cooperative process. This paper attempts to distil, derive and integrate theories across different perspectives into a unified framework that offers a better understanding of alliance process development. Our analysis shows that we can divide strategic alliance development into three phases of development: formation, operation and evaluation. We further endeavor to seek the important factors that should be taken into account in each stage of their life.

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.

Role of Small-Business Strategic Alliances in the Perception of Benefits and Disadvantages of E-Commerce Adoption in SMEs

2011 ◽  
pp. 1-27 ◽  
Author(s):  
Robert MacGregor ◽  
Lejla Vrazalic
Keyword(s):  
Small Business ◽  
Strategic Alliances ◽  
Small Businesses ◽  
Strategic Alliance ◽  
The Impact ◽  
Alliance Structure

Despite the proclaimed advantages of small-business strategic alliances, little research has been carried out to determine whether these structures promote the benefits and/or “cushion” the disadvantages arising from e-commerce adoption for member businesses. There has also been a lack of research into comparing e-commerce use in those small businesses that are members of a strategic alliance to those that have opted to remain outside such arrangements. This chapter aims to correct the situation by presenting the findings of a study of 176 regional small businesses in Sweden that investigated the impact of strategic-alliance membership on the benefits and disadvantages associated with e-commerce adoption. The results of the study indicate that there are no significant differences between strategic-alliance members and nonmembers where benefits of e-commerce are concerned. In contrast, e-commerce disadvantages are often dissipated through a strategic-alliance structure more easily than through a single self-directed unit. The study also shows that correlations between e-commerce benefits exist and that the benefits can be grouped according to three distinct factors: costs, efficiency, and sales or inventory.

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