scholarly journals Collaborative Entrepreneurship for Continuous Innovation: A Strategic Alliance Perspective

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.

Resource and Risk Management in the Strategic Alliance Making Process

1998 ◽  
Vol 24 (1) ◽  
pp. 21-42 ◽  
Author(s):  
T. K. Das ◽  
Bing-Sheng Teng
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Interactive Effects ◽  
Future Research ◽  
Research Directions ◽  
Managerial Implications ◽  
Future Research Directions ◽  
Alliance Partners ◽  
And Performance ◽  
Relational Risk

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.

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

2010 ◽  
Vol 8 (9) ◽  
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

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="color: black; font-size: 10pt; mso-ansi-language: EN;" lang="EN"><span style="font-family: Times New Roman;">A s<span style="mso-bidi-font-weight: bold;">trategic alliance</span> (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.<span style="mso-spacerun: yes;">&nbsp; </span>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.<span style="mso-spacerun: yes;">&nbsp; </span>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).<span style="mso-spacerun: yes;">&nbsp; </span>This newer aspect is particularly important when there are differences in trust and culture to consider (Das &amp; Teng 1998) between alliance partners.<span style="mso-spacerun: yes;">&nbsp; </span>Other considerations include authority, governance and structure, conflict, and the make-up of the strategic alliance, its partners, and the customer(s).<span style="mso-spacerun: yes;">&nbsp; </span></span></span><span style="color: black; font-size: 10pt;"></span></p>

Dynamics in Strategic Alliances

2012 ◽  
Vol 5 (1) ◽  
pp. 74-86 ◽  
Author(s):  
Peter Otto
Keyword(s):  
Knowledge Acquisition ◽  
Strategic Alliances ◽  
Dynamic Theory ◽  
Learning Opportunities ◽  
Key Factors ◽  
Interorganizational Learning ◽  
Absorptive Capacities ◽  
Collaborative Strategies ◽  
Alliance Partners ◽  
Gain Access

The objective of this paper is to develop a dynamic theory of interorganizational learning and knowledge acquisition in strategic alliances. Strategic alliances are becoming an increasingly important organizational form to gain access to new knowledge and to leverage existing knowledge. By establishing an alliance with one or more partners, an organization will gain valuable learning opportunities to acquire knowledge and to enhance its competitiveness. The degree to which the partners can realize their learning objectives is dependent on their absorptive capacities and the collaborative strategies adopted by the partners. These collaborative strategies may include the trust between alliance partners as well as the willingness to share existing knowledge. In order to gain insights into the dynamics of interorganizational learning and knowledge acquisition, the authors propose a simulation model to test different conditions influencing the outcome of an alliance. The results can improve our understanding of the key factors that influence the acquisition of knowledge in strategic alliances. The paper concludes with a discussion of guidelines to assess and manage the outcome of strategic alliances.

scholarly journals Partner selection in market-driven strategic alliances

1997 ◽  
Vol 28 (3) ◽  
pp. 97-104 ◽  
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.

Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View

2005 ◽  
Vol 26 (3) ◽  
pp. 415-441 ◽  
Author(s):  
Senthil K. Muthusamy ◽  
Margaret A. White
Keyword(s):  
Knowledge Transfer ◽  
Social Exchange ◽  
Strategic Alliances ◽  
Social Exchange Theory ◽  
Strategic Alliance ◽  
Mutual Influence ◽  
Empirical Examination ◽  
Social Exchanges ◽  
Exchange Processes ◽  
Alliance Partners

Although social interactions and exchanges between partners are emphasized as imperative for alliance success, comprehensive examination of how social exchanges facilitate learning and knowledge transfer in strategic alliances is lacking. Drawing on social exchange theory, we examined the effects of social exchange processes between alliance partners on the extent of learning and knowledge transfer in a strategic alliance. An empirical examination of data collected from alliance managers of 144 strategic alliances revealed that social exchanges such as reciprocal commitment, trust, and mutual influence between partners are positively related to learning and knowledge transfer in strategic alliances.

scholarly journals A Study of the Strategic Alliance for EMS Industry: The Application of a Hybrid DEA and GM (1, 1) Approach

2015 ◽  
Vol 2015 ◽  
pp. 1-14 ◽  
Author(s):  
Chia Nan Wang ◽  
Nhu Ty Nguyen ◽  
Thanh Tuyen Tran ◽  
Bui Bich Huong
Keyword(s):  
Strategic Alliances ◽  
Manufacturing Industry ◽  
Strategic Alliance ◽  
Critical Factor ◽  
Data Envelopment ◽  
Electronic Manufacturing ◽  
Target Company ◽  
Alliance Partners ◽  
The Right ◽  
Realistic Data

Choosing a partner is a critical factor for success in international strategic alliances, although criteria for partner selection vary between developed and transitional markets. This study aims to develop effective methods to assist enterprise to measure the firms’ operation efficiency, find out the candidate priority under several different inputs and outputs, and forecast the values of those variables in the future. The methodologies are constructed by the concepts of Data Envelopment Analysis (DEA) and grey model (GM). Realistic data in four consecutive years (2009–2012) a total of 20 companies of the Electronic Manufacturing Service (EMS) industry that went public are completely collected. This paper tries to help target company—DMU1—to find the right alliance partners. By our proposed approach, the results show the priority in the recent years. The research study is hopefully of interest to managers who are in manufacturing industry in general and EMS enterprises in particular.

scholarly journals How knowledge acquisition creates a competitive edge? A qualitative inquiry from international consultancy alliance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Shakeel Aslam ◽  
Imran Ali ◽  
Ahmad Qammar ◽  
Lea Kiwan ◽  
Amandeep Dhir
Keyword(s):  
Knowledge Acquisition ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Qualitative Inquiry ◽  
Local Market ◽  
Content Type ◽  
Study Approach ◽  
Competitive Edge ◽  
Chinese Firm ◽  
Alliance Partners

PurposeThe current study attempts to bridge the existing gap related to the role of knowledge acquisition from international alliance partners to improve competitiveness by examining the distinct processes of knowledge acquisition and the challenges confronted in this learning process in order to enhance local and international market performance.Design/methodology/approachFollowing case-study approach based on systematic combining, the study presents a case of knowledge acquisition and learning in the context of an international consultancy alliance between leading Pakistani and Chinese engineering firms using six in-depth interviews of key engineers to explore the dynamic mechanisms for knowledge acquisition and learning from the Chinese firm. Grounded analysis drawn upon the Straussian version of grounded theory (GT) {{Strauss, 1990 #136} Strauss, 1998 #139} is used for data analysis in this research.FindingsIt was found that the processes of explicit and implicit knowledge acquisition from Chinese firms are integrated consultancy working, social and technical adaptability and seeking confirmation about the work done and knowledge/theories and models used in work. However, these processes are quite complex, posing serious challenges for National Engineering Services, Pakistan to acquire the required knowledge, which can be addressed through partners' motivation to share and acquire knowledge, cultural intelligence and friendship and informal association. The study also found that the knowledge acquired from technologically advanced international organizations by the host partner in the international strategic alliance not only provides a competitive edge to the local host in its local market but also builds its capacity to undertake similar projects in other parts of the world, substantially enhancing its market success.Originality/valueAdding up to the current literature that focuses on knowledge acquisition in a parent-subsidiary relationship, the current research proposes a framework for knowledge acquisition in the unique context of international strategic alliances. The research provides managerial guidelines to manage knowledge acquisition for gaining a competitive edge that would be helpful for the managers in the era of growing interdependence among the organizations across the borders.

Contextual Distance and the International Strategic Alliance Performance: A Conceptual Framework and a Partial Meta-analytic Test

2015 ◽  
Vol 11 (2) ◽  
pp. 289-313 ◽  
Author(s):  
Jiatao (J.T.) Li ◽  
Li Tian ◽  
Guoguang Wan
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Knowledge Exchange ◽  
Integrative Model ◽  
Future Research ◽  
Alliance Performance ◽  
Alliance Partners ◽  
And Performance

ABSTRACTWe propose an integrative model on how contextual distance influences the learning process and performance of international strategic alliances (ISAs). We argue that contextual distance increases knowledge diversity but decreases knowledge exchange between the alliance partners, which has implications for the alliance's knowledge creation and performance. A meta-analysis of 46 empirical studies published between 1990 and 2013 dealing with Sino-foreign collaborations in China revealed that contextual distance showed an inverted U-shaped relationship with alliance performance. Proxies for partners’ contextual experience, for example, the length of an alliance's operation in China, the foreign partners’ in-country experiences, and ISAs’ location in a more developed Chinese region, moderate the learning processes. Implications and directions for future research are discussed.

scholarly journals Strategic alliance motivation for technology commercialization and product development

2014 ◽  
Vol 37 (6) ◽  
pp. 518-537 ◽  
Author(s):  
Kusumaphorn Sompong ◽  
Barbara Igel ◽  
Helen Lawton Smith
Keyword(s):  
Decision Making ◽  
Strategic Alliances ◽  
Structural Equation ◽  
Strategic Alliance ◽  
Positive Impact ◽  
Market Potential ◽  
Financial Benefit ◽  
Content Type ◽  
Alliance Performance ◽  
Alliance Partners

Purpose – This paper aims to investigate the relationship among alliance motivation (AM), execution of cooperation (EC) and alliance performance of strategic alliance for commercializing technology and developing products. Design/methodology/approach – The measurements were constructed and tested empirically through a survey of 320 strategic alliances in the food processing industry in Thailand. Confirmatory factor analysis and structural equation modelling were applied to refine scales for measuring AM, execution and cooperation performance. Findings – This research found that firms adopted social interaction with alliance partners in order to establish mutual expectations about technology characteristics, access opportunity and organisational management styles, factors that are shown to have positive influences on both commercial and partnership performance. Findings also confirm a significant positive impact of technology characteristics, access opportunity, market potential and financial benefit on the adoption of a formal partnership agreement, but a significant impact only on commercial performance. Research limitations/implications – Further research should use random samples in different industries in other emerging economies, and other data analysis methods to assess decision-making in strategic technology alliances that may include different types of partnerships. Practical implications – The findings are also useful for managers who leverage operations with external resources obtained through strategic alliances parameters both in the process of managing relationships and achieving results. Originality/value – This article contributes to extant literature by developing a practical measurement system of AM, actual EC and resulting performance in an emerging economy country. It also contributes to clarify the decision-making of firms that form strategic alliances for commercializing technology and developing products to facilitate more quality management research in other industries and countries.

scholarly journals The Selection of Strategic Alliance in IC Packaging and Testing Industry with DEA Resampling Comparative Evaluation

2020 ◽  
Vol 11 (1) ◽  
pp. 204
Author(s):  
Chia-Nan Wang ◽  
Yi-Chun Peng ◽  
Ming-Hsien Hsueh ◽  
Yen-Hui Wang
Keyword(s):  
Strategic Alliances ◽  
Integrated Circuit ◽  
Comparative Evaluation ◽  
Strategic Alliance ◽  
Evaluation Model ◽  
Success Factor ◽  
Alliance Partner ◽  
Ic Packaging ◽  
Public Data ◽  
Alliance Partners

Merger and acquisition (M&A) cases and the speed of horizontal integration have increased rapidly in the integrated circuit (IC) packaging and testing industry. Therefore, cooperation with suitable strategic alliance partner is a vital success factor for enterprises. This study proposes a “comparative evaluation” model that searches out appropriate strategic alliances on the basis of the resampling model acquired via data envelopment analysis (DEA). The realistic public data of 20 companies was collected from 2015 to 2019 in the IC packaging and testing industry. The super slacks-based measure model was used to evaluate the performance before alliance in the period from 2015 to 2019. The resampling past–present–future model was used to forecast the performance in 2020–2024. Afterward, a future strategic alliance for comparative evaluation of efficiency was established. The results of the alliance were divided into the groups “ineffective” and “effective”. The results show that 11 companies in the “effective” group achieved both improvements and 8 companies in the “ineffective” group achieved only unilateral improvements. The comparison model describes the efficiency of both sides simultaneously, not only from the perspective of the target but also from the perspective of the partner company. The evaluation model proposed in the study enables enterprises to find suitable alliance partners.

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