How to Select Good Alliance Partners

2013 ◽  
pp. 181-195 ◽  
Author(s):  
Easwar S. Iyer ◽  
Sara Gooding-Williams
Keyword(s):  
Alliance Partners

Operational process stages of brand alliances

2015 ◽  
Vol 27 (4) ◽  
pp. 389-408
Author(s):  
Chung-Ju Tsai ◽  
Tzong-Ru (Jiun-Shen) Lee ◽  
Szu-Wei Yen ◽  
Per Hilletofth
Keyword(s):  
Construction Industry ◽  
Brand Alliances ◽  
Content Type ◽  
Operational Process ◽  
Construction Companies ◽  
Reinforcing Bar ◽  
Brand Alliance ◽  
Interview Survey ◽  
Alliance Partners ◽  
Development And Management

Purpose – The purpose of this research is to investigate how companies in the reinforcing bar industry and the construction industry operate and implement brand alliances. Design/methodology/approach – This research uses a qualitative interview survey and the grounded theory method to extract key factors of brand alliance development and management in the targeted industries. The interview survey included six managers from different construction companies in Taiwan. Findings – This research identifies four common firm-level operational process stages (core categories) of brand alliances including different multidimensional factors, and proposes a conceptual model based on these identified core process stages. The four common core process stages include selection of brand alliance partners, communication with brand alliance partners, enforcement of brand alliances and assessment of brand alliances. Originality/value – The proposed model offers a tentative explanation of the development and management of brand alliances between the reinforcing bar industry and the construction industry. This study represents an initial research attempt in this field and explains how reinforcing bar and construction companies operate and implement brand alliances.

The Effects of Strangers On Rhesus Monkey Groups

Behaviour ◽  
1976 ◽  
Vol 56 (3-4) ◽  
pp. 194-214 ◽  
Author(s):  
Ted D. Wade
Keyword(s):  
Rhesus Monkey ◽  
Context Effects ◽  
Individual Characteristics ◽  
Free Living ◽  
Core Group ◽  
Group Context ◽  
Adult Females ◽  
Group Members ◽  
Alliance Partners ◽  
The Stability

AbstractObservations were made of behaviour in each of 3 different laboratory groups of rhesus monkey adult females and infants for 5-6 replications of conditions in which either: (l) a group was undisturbed for at least a week, (2) a stranger adult male was present for 2 weeks, or a stranger adult female was present for 1/3 day in either (3) the group witltout a stranger male, or (4) the group with a stranger male. Groups behaviourally discriminated between their own members and strangers and between strangers of different sex. Strangers discriminated between other strangers and core group members. The presence of a stranger affected behaviour among core animals, the type of effect differing with the stranger's sex, and a stranger also affected behaviour between core animals and another stranger. These consequences of the presence of strangers were complex, but all could be explained by assuming that: (I) when more than two adult monkeys are together they are likely to have or attempt to form alliances, with high rates of affiliative and aggressive behaviour within an alliance, and cooperative aggression directed at non-alliance members, and that (2) females tend to prefer as alliance partners, in order, males most, then familiar females, and unfamiliar females least, while males tend to prefer less familiar over more familiar females. The latter preference may be a reason for inter-troop transfer by males in free-living troops. There was decreased tolerance among females, especially unfamiliar ones, in the presence of males. Such a mechanism might be a contriltitor to the stability of troop affiliation in free-living females. Various effects seen led to the viewpoint that while behaviour is determined by both individual characteristics and by the overall context of the group, these factors are quite interrelated, in that each contributes to the other. Group context "effects" may account for behavioural differences between the groups studied.

Guilty by Association: Spillover of Regulative Violations and Repair Efforts to Alliance Partners

2021 ◽  
Author(s):  
Tera L. Galloway ◽  
Douglas R. Miller ◽  
Kun Liu
Keyword(s):  
Alliance Partners

Run away or stick together: the impact of firm misbehavior on alliance partners' defection in China

2021 ◽  
pp. 135-161
Author(s):  
Lucy Sojung Lee ◽  
Weiguo Zhong
Keyword(s):  
Alliance Partners ◽  
The Impact

Organizational learning and knowledge acquisition

2019 ◽  
pp. 312-344
Author(s):  
John Child ◽  
David Faulkner ◽  
Stephen Tallman ◽  
Linda Hsieh
Keyword(s):  
Organizational Learning ◽  
Knowledge Acquisition ◽  
Joint Ventures ◽  
Learning Processes ◽  
International Joint Ventures ◽  
Barriers To Learning ◽  
Potential Barriers ◽  
New Knowledge ◽  
International Joint ◽  
Alliance Partners

Chapter 14 recognizes that many alliances are established in order to enhance a company’s knowledge or capacity to generate new knowledge through learning. It identifies different forms of learning in and through alliances. Alliance partners’ motives toward learning are extremely significant, and the chapter distinguishes between alliances in which partners seek to learn collaboratively for their mutual benefit from other alliances in which learning becomes competitive and potentially exploitative. Effective organizational learning through alliances requires several conditions to be in place and the presence or otherwise of these conditions gives rise to a range of learning processes identified by research on international joint ventures. The closing sections of this chapter turn to the process whereby alliance learning can be facilitated. They identify the potential barriers to learning in alliances, and how the process might be managed constructively.

Partner selection

2019 ◽  
pp. 184-202
Author(s):  
John Child ◽  
David Faulkner ◽  
Stephen Tallman ◽  
Linda Hsieh
Keyword(s):  
Cultural Difference ◽  
Customer Orientation ◽  
Partner Selection ◽  
Organization Structure ◽  
Critical Issue ◽  
Power Structures ◽  
Environmental Orientation ◽  
Cultural Compatibility ◽  
Alliance Partners ◽  
Technology Orientation

Chapter 9 considers the critical issue of what sort of company would make a good partner. It notes that most companies assess their prospective partners in terms of the complementarity of their assets and skills and the possible synergies that arise as a result of them. Fewer, however, devote sufficient attention to the cultural compatibility between the partners. Yet this factor is often responsible for the breakdown of alliances. The culture web (symbols, power structures, organization structure, controls, rituals and routines, and stories) depicted by Johnson et al. (2017) and the cultural profile (employee orientation, environmental orientation, international orientation, customer orientation, technology orientation, innovation orientation, cost orientation, and quality orientation) proposed by Bronder and Pritzl (1992) are both useful tools for assessing the presence of cultural difference between prospective alliance partners and hence the likelihood of culturally-related problems arising.

scholarly journals Mobilizing Global Business for a Healthier World

2016 ◽  
Vol 3 (2) ◽  
pp. 95
Author(s):  
Maria L. Nathan
Keyword(s):  
Global Health ◽  
Social Responsibility ◽  
Organizational Theory ◽  
Health Problems ◽  
Global Business ◽  
For Profit ◽  
Geographical Regions ◽  
The World ◽  
Alliance Partners ◽  
Hiv Aids

GBCHealth (formerly the Global Business Coalition) has sought to apply the unique skills and expertise of the for profit world in the fight against HIV/AIDS, Malaria, TB, and other global health problems. Founded in 2001, GBCHealth is dedicated to “mobilizing business for a healthier world.” The alliance has rapidly grown from 17 to 220-plus international companies headquartered in over 30 different countries and representing all parts of the world; different workforces, industries, and geographical regions. A sharper focus is given to this analysis of GBCHealth’s within and cross-sector initiatives and accomplishments with use of an inter-organizational theory-based framework. This commitment by GBCHealth and alliance partners is a hopeful act of social responsibility that represents awareness of correlated fates as well as good business sense.

scholarly journals Knowledge transfer between and within alliance partners: Private versus collective benefits of social capital

2007 ◽  
Vol 60 (7) ◽  
pp. 698-710 ◽  
Author(s):  
Jorge Walter ◽  
Christoph Lechner ◽  
Franz W. Kellermanns
Keyword(s):  
Social Capital ◽  
Knowledge Transfer ◽  
Alliance Partners
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