Opportunistic Litigation and Spillover Effects on Strategic Alliance Partners

Resource-based and risk-based views of strategic alliances have not been adequately reflected in the literature. This paper identifies four types of critical resources that the partners bring to an alliance: financial, technological, physical, and managerial resource. It also suggests two basic types of risk in strategic alliances: relational risk and performance risk. The alliance making process is examined in terms of the interactive effects of resource and risk on the orientations and objectives of the prospective alliance partners. Managerial implications are discussed and future research directions indicated in the form of propositions for empirical testing.

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Collaborative Entrepreneurship for Continuous Innovation: A Strategic Alliance Perspective

10.5772/intechopen.93868 ◽

2020 ◽

Author(s):

Ribin Seo

Keyword(s):

Strategic Alliances ◽

Strategic Alliance ◽

Integrative Approach ◽

Interorganizational Learning ◽

Dynamic Interactions ◽

Resource Pooling ◽

Collaborative Advantage ◽

Continuous Innovation ◽

Alliance Partners ◽

Collaborative Entrepreneurship

Strategic alliances act as a platform to implement collaborative entrepreneurship while exposing a range of challenges. By capitalizing on entrepreneurial opportunities for continuous innovation, alliance partners can promote the productive utilization of resource-pooling systems and facilitate innovation processes for value co-creation. Simultaneously, the heterogeneity of partners in terms of different motivations and interests interferes with the advancement of collaborative entrepreneurship for resource exchange and orchestration. The objective of this paper is thus to explore how to deal with the potential coordination issues that can make an alliance vulnerable and its returns diminished through a preliminary integrative approach to the interface between collaborative entrepreneurship and strategic alliances. From this approach, three elements that can contribute to leverage values of collaborative entrepreneurship for continuous innovation are identified: social capital, entrepreneurial orientation, and interorganizational learning. Based on the discussion about the functions of each element in the context of alliance partners’ dynamic interactions, a model of analysis on collaborative entrepreneurship for continuous innovation is proposed. Hence, this chapter contributes to a better understanding of how firms can enact collaborative entrepreneurship productively to gain greater benefit from the alliance configuration for collaborative advantage.

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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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The Value Co-Creation Strategy for Telecommunication Carriers: Focusing on the Assessment of Potential Strategic Alliance Partners

Procedia Computer Science ◽

10.1016/j.procs.2018.10.281 ◽

2018 ◽

Vol 139 ◽

pp. 338-346 ◽

Cited By ~ 3

Author(s):

Min Ho Ryu

Keyword(s):

Strategic Alliance ◽

Alliance Partners

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Knowledge transfer among international strategic alliance partners and its impact on innovation performance

International Journal of Strategic Business Alliances ◽

10.1504/ijsba.2019.102574 ◽

2019 ◽

Vol 6 (4) ◽

pp. 203

Author(s):

Vijita S. Aggarwal ◽

Madhavi Kapoor

Keyword(s):

Knowledge Transfer ◽

Strategic Alliance ◽

Innovation Performance ◽

Alliance Partners

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Accounting Quality and Alliance Contract Provisions

The Accounting Review ◽

10.2308/tar-2017-0623 ◽

2020 ◽

Author(s):

Rui Ge ◽

Yuan Ji ◽

Henock Louis

Keyword(s):

Bargaining Power ◽

Strategic Alliance ◽

Market Value ◽

Accounting Quality ◽

Net Benefit ◽

Bankruptcy Risk ◽

Alliance Partner ◽

Accounting Numbers ◽

Alliance Partners

We show that the number of governance provisions imposed on a firm by a strategic alliance partner decreases with the firm's accounting quality. This effect is weaker when the firm has greater bargaining power and stronger when the alliance project is riskier. Moreover, the net benefit to an alliance partner of imposing an additional governance provision on its counterparty apparently increases when the counterparty accounting quality is low, resulting in an enhancement of the partner's market value and a reduction in its bankruptcy risk. Furthermore, alliance partners adopt fewer provisions based on their counterparties' accounting numbers when the counterparties' accounting quality is poor.

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The international context of cooperation: culture and institutions

Cooperative Strategy ◽

10.1093/oso/9780198814634.003.0021 ◽

2019 ◽

pp. 447-483

Author(s):

John Child ◽

David Faulkner ◽

Stephen Tallman ◽

Linda Hsieh

Keyword(s):

Interest Groups ◽

Strategic Alliance ◽

Joint Venture ◽

Institutional Environment ◽

National Context ◽

International Context ◽

Alliance Partner ◽

Cooperative Strategies ◽

Country Differences ◽

Alliance Partners

Chapter 21 examines ways in which the national context of alliances is relevant to cooperative strategies. It focuses on two salient contextual features. One is national culture. The other is the institutional environment, which particularly refers to governments and interest groups such as NGOs. National context is consequential for alliances in several ways. The context from which international alliance partners originate encourages each of them to internalize a particular set of norms and practices. So, if there is a substantial difference (“distance”) between those contexts, misunderstanding and friction can readily arise between the partners. Additionally, it may be problematic for an alliance partner to build sympathetic and constructive relationships with governmental bodies and interest groups in the host country location of the alliance unit (such as a joint venture), if that location is culturally and institutionally distant from the partner’s domestic environment. The chapter considers “distance” arising from country differences and how it can be highly consequential for the management and ultimate viability of an international strategic alliance.

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Partner selection in market-driven strategic alliances

South African Journal of Business Management ◽

10.4102/sajbm.v28i3.794 ◽

1997 ◽

Vol 28 (3) ◽

pp. 97-104 ◽

Cited By ~ 3

Author(s):

Saul Klein ◽

Chekitan Dev

Keyword(s):

Strategic Alliances ◽

Customer Value ◽

Strategic Alliance ◽

Multiple Choice ◽

Partner Selection ◽

Alliance Partner ◽

One Stop ◽

Market Driven ◽

Alliance Partners

How should one select a strategic alliance partner? An answer to this question is provided by extending the literature on symbiotic marketing and focussing attention on market-driven strategic alliances. Such alliances are defined as long-term inter-firm co-operative relationships that add value for the customer. Value is created by providing the advantages of multiple choice purchase options coupled with the convenience of seamless, one-stop-shopping. This means paying attention to customers and competitors in selecting alliance partners. Market-driven strategic alliances are posited to be more successful when usage and firm complementarity levels are correctly matched with the alliance strategy being pursued.

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