Grassroots NGOs and their strategic alliances with the Chinese state : a case study in Guangzhou

While the governance of Western megaprojects is indirectly influenced by governments through legislation and regulations, the Chinese state actively oversees and controls projects of societal importance. To provide clarity on the role of the state in Chinese megaprojects, we carried out a case study focusing on EXPO 2010 Shanghai. Our analysis revealed that through a project-specific organization Construction Headquarter (CHQ), the Chinese state executes administrative strength, forces authorities to temporarily integrate their processes for the benefit of the project, influences contractor and resource selection decisions, induces leadership accountability, and promotes shared project values.

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Strategic alliances of shopping centers in Brazil: network perspective

Management Research The Journal of the Iberoamerican Academy of Management ◽

10.1108/mrjiam-04-2016-0661 ◽

2017 ◽

Vol 15 (2) ◽

pp. 167-186 ◽

Cited By ~ 1

Author(s):

Renata Maria de Almeida Bastos Gomes ◽

Fabio de Oliveira Paula ◽

T. Diana L. van Aduard de Macedo-Soares

Keyword(s):

Strategic Alliances ◽

Content Type ◽

Network Characteristics ◽

Alliance Networks ◽

Slowing Down ◽

Contractual Arrangements ◽

Management Perspective ◽

Relational Factors ◽

The Right

Purpose The shopping center (SC) industry in emerging countries has grown fast over the past decade; however, recently, it is showing signs of slowing down. Nevertheless, some SC-companies perform well. As those firms operate in alliance networks, relational opportunities and risks should be considered in their strategic analyses. Although there is a significant amount of research on SC from a marketing perspective, there is a dearth of research on strategic alliances from an SC management perspective. This paper aims at answering the following question: How do characteristics of the alliance networks of leading SC-companies contribute to their success by mitigating the structural threats the SC-industry in Brazil is facing? Design The case study method was adopted for analyzing two leading Brazilian SC-companies. Several data sources were used to allow for data triangulation. The lack of literature on strategic alliances and the SC-industry, as well as the research’s exploratory nature, justified this choice. Findings The research made evident that the SC-companies’ alliance network characteristics not only mitigate some of the structural industry threats but also enhance opportunities. It illustrated how firms can conduct a strategic analysis from a network perspective with the right tools. It also made evident how much more accurate the results of a comprehensive relational analysis are compared with traditional analyses that do not consider the strategic implications of relational factors. Practical implications The research contributed to SC management by highlighting the importance of taking into account the network characteristics of their relationships with key partners and of considering these as alliances and not merely contractual arrangements. Originality/value There is a dearth of research on the strategic implications of alliances of firms that own and manage a portfolio of SCs, as well as of their relationships with other actors in the industry, such as retailers and real estate owners, from a network perspective.

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Successful knowledge transfer within offshore supplier networks: a case study exploring social capital in strategic alliances

Outsourcing Global Services ◽

10.1057/9780230227415_7 ◽

2008 ◽

pp. 151-176 ◽

Cited By ~ 2

Author(s):

Joseph W. Rottman

Keyword(s):

Social Capital ◽

Knowledge Transfer ◽

Strategic Alliances ◽

Supplier Networks

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Dynamic Dalmia: Can They Do it Again?

Emerging Economies Cases Journal ◽

10.1177/2516604220928787 ◽

2020 ◽

Vol 2 (1) ◽

pp. 34-43

Author(s):

Rohit Kumar ◽

Arun Kumar Shukla

Keyword(s):

Stock Market ◽

Mergers And Acquisitions ◽

Strategic Alliances ◽

Growth Strategy ◽

Growth Path ◽

The Future

This case study is about Dalmia Cement which is one of the oldest cement companies in India, established in the year 1939. In early 2000s, the company started its journey of aggressive growth under the leadership of young promoter-cum-managing director. The company has been one of the best performing companies in Indias in the last decade and being valued as one of the most valuable scrips of the stock market. The company has grown organically as well as inorganically by meticulously executing strategies of mergers and acquisitions and forging strategic alliances to spur the growth. While the company has a clear growth strategy for the future, it needs to find ways of going forward to ensure it traverses on the same growth path as it has done before.

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The Sicilian cooperative system of wine production

International Journal of Wine Business Research ◽

10.1108/ijwbr-10-2018-0062 ◽

2020 ◽

Vol 32 (3) ◽

pp. 391-421

Author(s):

Valeria Borsellino ◽

Francesca Varia ◽

Cinzia Zinnanti ◽

Emanuele Schimmenti

Keyword(s):

Strategic Alliances ◽

Strategic Alliance ◽

Cooperative System ◽

Agricultural Policies ◽

Strategic Choices ◽

Wine Production ◽

Content Type ◽

Structural Problems ◽

Long Run

Purpose The purpose of this paper is to verify whether, besides the traditional organisational models mainly implemented by wine-making cooperatives, more modern and hybrid organisational forms can be profitably applied within an increasingly competitive wine market. Design/methodology/approach The study outlined in this paper deployed a mixed method. Specifically, an archived analysis, a survey and a descriptive case study (including visits, interviews and documentary analysis) were the methodological techniques used in this study, which were “in series but integrated” between themselves. In this paper, the landscape of Sicilian wine cooperatives is described by collating and processing different types of statistical sources, which have been integrated by direct surveys undertaken in 2017. Thereafter, the study focussed on a wine cooperative with a specific business model and a strategic edge by analysing its strategic choices and main structural and governance characteristics. Within this case study, a financial ratio analysis, which was based on 2011-2017 financial statements, was conducted to analyse the profitability, financial balance, capital structure and debt relationships of the wine cooperative. Findings The Sicilian wine cooperative system is still predominantly characterised by partial and vertical integration, implemented by cooperatives which elect to sell mainly bulk wine to wine merchants. In such a context, there is scope for other degrees of integration and strategic inter-firm alliances; the latter includes “vertical quasi-integration”. The study demonstrated how the wine cooperative under investigation is overcoming the structural problems of the regional wine sector and why it is retaining such a strategic alliance with one of the most important Italian wine conglomerates. Indeed, it has acquired greater strength and reliability since its collaboration with the aforementioned wine company. Thus, total revenue and the company’s market share of packaged wine have increased. However, there are still margins for improving sales’ profitability. Research limitations/implications This study has territorial limitations but Sicilian wine cooperatives generally play an important role in the regional, Italian and European wine industries. As such, this research should be considered as an exploratory study, deserving further investigation into different strategic choices within the wine cooperative system by performing cross-case comparisons. Results may also be useful in orienting cooperative strategies in Sicily (or further afield) to small-to-medium wine cooperatives, often lacking specific abilities relating to the distribution, marketing and selling of their wine. Public agricultural policies may also be enlightened by these research pathways. Originality/value The authors contend that their study provides hitherto missing information relating to inter-firm strategic alliances, which wine cooperatives might implement to enhance their competitiveness and survive in the long-run.

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A Sustainable Development Strategy for the Uzbekistan Textile Industry: The Results of a SWOT-AHP Analysis

Sustainability ◽

10.3390/su11174613 ◽

2019 ◽

Vol 11 (17) ◽

pp. 4613 ◽

Cited By ~ 7

Author(s):

Yong-Jeong Kim ◽

Jaehun Park

Keyword(s):

Development Strategy ◽

Strategic Alliances ◽

Textile Industry ◽

Industrial Structure ◽

Raw Materials ◽

Economic Value ◽

Quantitative Information ◽

Ahp Model ◽

Effective Development

Uzbekistan is paying great attention to the textile industry as an industry offering a traditional production advantage, coming to the conclusion that it is necessary to establish and implement effective policies. In Uzbekistan as in other developing countries, whereas there are many strategic directions and development strategies to be considered for key industries, investment resources are limited. Therefore, it is necessary to prioritize and to apply limited resources accordingly. Even though research on the textile industry in Uzbekistan is ongoing for a long time, most of the resultant literature concerns only general industrial trends and pertinent investment and advancement strategies. The present study examined sustainable, concrete, and effective development strategy directions for the Uzbekistan textile industry using strengths, weaknesses, opportunities, and threats (SWOT) analytic hierarchy process (AHP) model. The SWOT-AHP model was tested in a case study on Uzbekistan’s textile industry. In the case study, the results were presented in an illustrative way by utilizing the quantitative information achieved by the model. The results indicated that the weakness and opportunity (WO) strategy had the highest importance, and suggested accordingly that priority should be given to that strategy for Uzbekistan’s textile industry development. The results further suggested that the Uzbekistan government should endeavor to upgrade obsolescent technology and solve the problems of high-priced imported raw materials and workers’ low education level, which are weak points of the textile industry of that country. Also, Uzbekistan should gradually shift the industrial structure from raw cotton to finished textile exportation, which offers relatively high added economic value. To achieve this, the Uzbek government needs to promote joint ventures and strategic alliances with foreign companies wishing to enter the textile industry through foreign direct investment (FDI) schemes.

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Understanding the international strategic alliances of SMEs: a case-study approach

International Journal of Entrepreneurship and Small Business ◽

10.1504/ijesb.2018.094272 ◽

2018 ◽

Vol 35 (1) ◽

pp. 102

Author(s):

Rohit Prabhudesai ◽

Ch.V.V.S.N.V. Prasad

Keyword(s):

Strategic Alliances ◽

Case Study Approach ◽

Study Approach ◽

International Strategic Alliances

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Knowledge transfer in Hero Motor Corp Ltd.

Strategic HR Review ◽

10.1108/shr-08-2014-0046 ◽

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.

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Internacionalización en el sector aéreo de América Latina: estudio multicaso de Aeroméxico, Avianca y Latam (Internationalization in the Latin American air sector: multi- case study of Aeromexico, Avianca and Latam)

ENERO-JUNIO 2021 - Revista Innovaciones de Negocios ◽

10.29105/rinn15.30-6 ◽

2019 ◽

Vol 15 (30) ◽

Author(s):

Jose Satsumi Lopez ◽

Mauricio Alejandro Montañez Cuevas ◽

Jorge Antonio Zertuche Zertuche ◽

Daniel Gregorio Paez Aguirre ◽

Alejandro Martinez Cespedes

Keyword(s):

Latin America ◽

Latin American ◽

Strategic Alliances ◽

Airline Industry ◽

Research Question ◽

Domestic Market ◽

Internationalization Strategies ◽

America Latina ◽

Sobre Todo

Abstract. The objective of this paper is to analyze the internationalization strategies of the Latin American airlines: Aeromexico (Mexico), Avianca (Colombia) and LATAM (Chile). For this, a qualitative multi-case study technique was applied. The research question that is intended to answer in this paper is: in what way are the main airlines in Latin America internationalized? The results suggest that the airlines studied use similar internationalization strategies, which are based on strategic alliances with other airlines in order to offer a better service to their passengers. They were also identified as the main characteristics of these airlines that are strong in their domestic market (especially Aeromexico) and then they start to expand their operations abroad. Likewise, Avianca and LATAM have the main market in Latin America, while Aeromexico has a greater presence in the United States.Key words: Aeromexico, airline industry, Avianca, internationalization, LATAM, service sectorJEL: F23, M16.Resumen. El objetivo de este trabajo es analizar las estrategias de internacionalización de las aerolíneas latinoamericanas Aeroméxico (México), Avianca (Colombia) y LATAM (Chile). Para esto se aplicó una técnica cualitativa de estudio multi-caso. La pregunta de investigación que se pretende responder en este trabajo es ¿de qué manera se internacionalizan las principales aerolíneas en América Latina?. Los resultados sugieren que las aerolíneas estudiadas utilizan estrategias similares de internacionalización, las cuáles están basadas en alianzas estratégicas con otras aerolíneas para poder ofrecer un mejor servicio a sus pasajeros. Además fueron identificadas como principales características de estas aerolíneas que son fuertes en su mercado interno (sobre todo Aeroméxico) y de ahí parten para poder expandir sus operaciones hacía el exterior. Asimismo Avianca y LATAM tiene como principal mercado América Latina, en cambio Aeroméxico tiene una mayor presencia en Estados Unidos.Palabras clave: Aeroméxico, Avianca, internacionalización, LATAM, sector aéreo, sector servicios

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Strategic Alliances & Customer Impact: A Case Study Of Community Hospitals

Journal of Business & Economics Research (JBER) ◽

10.19030/jber.v8i9.755 ◽

2010 ◽

Vol 8 (9) ◽

Cited By ~ 1

Author(s):

Mary Helen McSweeney-Feld ◽

Suzanne Discenza ◽

George L. De Feis

Keyword(s):

Social Structure ◽

Strategic Alliances ◽

Strategic Alliance ◽

Font Size ◽

The Social ◽

Formal Relationship ◽

Alliance Partners ◽

The Relationship

A strategic alliance (SA) is a mutually beneficial long-term formal relationship formed between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent organizations.  It is a synergistic arrangement whereby two or more organizations agree to cooperate in the carrying out of a business activity where each brings different strengths and capabilities to the arrangement.  The social structure of alliances has been considered previously (Gulati 1995, et al.), so instead of discussing the social structure relative to alliance partners, this paper looks at the relationship between the dyad alliance entity and its customer(s).  This newer aspect is particularly important when there are differences in trust and culture to consider (Das & Teng 1998) between alliance partners.  Other considerations include authority, governance and structure, conflict, and the make-up of the strategic alliance, its partners, and the customer(s).

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