Investigating the Role of Alliance Knowledge Learning and Institutional Isomorphism in Strategic Alliance Performance of Green Supply Chain

As the outbreak of COVID-19 pandemic disordered the majority of all global supply chains, alliance knowledge learning played a fundamental function during the crisis. This paper aims to identify the relationships of both alliance green knowledge learning and institutional processes with the alliance performance of the green supply chain. It also specifies the mechanism by which Institutional isomorphism affects green innovation performance, through alliance institutional processes and further to increase their competitive advantage in the global market. Data were collected with questionnaires distributed to Taiwanese companies that are listed on the stock market which produced 242 usable responses for the analysis, both multiple regression analyses and SEM were used to test the hypotheses. Our results showed that the majority of our hypotheses were supported, which is similar to the existing literature. The outcomes imply that institutionalization processes and alliance green knowledge sharing play salient functions in firm alliance performance while implemented in the context of green supply chain management. Furthermore, the results indicate that the concept of institutionalization and isomorphism are relevant and Mimetic pressures were found to be the most significant in both internal and external green SCM practices, while also providing instructive managerial implications through empirical evidence.

Professional Culture Compatibility and Performance in International Joint Ventures: A Chinese Experience

<p>This research was influenced by Sirmon & Lane's (2004) model of cultural differences and international alliance performance. Sirmon & Lane's model introduced the concept and importance of partners' professional culture compatibility in international alliances. However, to date, their model lacks empirical testing. This research therefore took the study further by empirically investigating the influence of professional culture compatibility between partners and international alliance performance by using a selected sample of Sino-Foreign joint ventures in China. The findings overall support Sirmon & Lane's (2004) model that (1) Partners from similar national cultures experience lesser differences in their professional cultures as opposed to partners from diverse cultures; and, (2) Professional culture differences between partners negatively influence the overall performance of international joint ventures. However, this research also argues that the relationships shown in Sirmon & Lane's (2004) model are not as straightforward as was previously proposed, and the findings suggest several additional factors that contribute to the relationship between partner professional culture compatibility and international alliance performance.</p>

Professional Culture Compatibility and Performance in International Joint Ventures: A Chinese Experience

<p>This research was influenced by Sirmon & Lane's (2004) model of cultural differences and international alliance performance. Sirmon & Lane's model introduced the concept and importance of partners' professional culture compatibility in international alliances. However, to date, their model lacks empirical testing. This research therefore took the study further by empirically investigating the influence of professional culture compatibility between partners and international alliance performance by using a selected sample of Sino-Foreign joint ventures in China. The findings overall support Sirmon & Lane's (2004) model that (1) Partners from similar national cultures experience lesser differences in their professional cultures as opposed to partners from diverse cultures; and, (2) Professional culture differences between partners negatively influence the overall performance of international joint ventures. However, this research also argues that the relationships shown in Sirmon & Lane's (2004) model are not as straightforward as was previously proposed, and the findings suggest several additional factors that contribute to the relationship between partner professional culture compatibility and international alliance performance.</p>

Competitive Approaches of Strategic Alliance in the Big Data Environment, a Moderating Role of Big Data Predictive Analytics in the Case of Telecommunication Sector of Pakistan

Based on the resource-based theory, the current study examines the relationship between competitive strategies and strategic alliance performance. Furthermore, big data predictive analytics is treated as a boundary condition between competitive strategies and strategic alliance performance. Big data of predictive analytics in operations and industrial management has been a focal point in the current era. There has been little attention has about big data predictive analytics influences on competitive strategies and strategic alliance performance, especially in developing countries like Pakistan. A survey instrument was used to record the responses from 331 employees of the telecom sectors companies working in Pakistan. Study findings show that big competitive strategies have a positive and significant relationship with strategic alliances performance. It was also found that big data predictive analytics plays the role of moderator between competitive strategies and strategic alliance performance. The study add a new perspective and contribution to the literature on big data predictive analytics, strategic alliance performance, and competitive strategies in Pakistan's telecom sector companies. Further, the study results explain that big data analytics is just like the companies' lifeblood in the current era. The efficient and effective use of big data analytics, companies can boost their standards in a competitive environment.

Determinants of alliance productivity and performance: evidence from the automobile industry

PurposeThis study aims to identify critical factors and examine their impact on alliance performance from an organizational learning point of view.Design/methodology/approachA modified total interpretive structural modeling (M-TISM) methodology was used in this study. The different paths/links in the developed M-TISM model were further validated by using the Mahindra-Ford alliance case study.FindingsIn this study, a total of seven critical factors were identified using an extensive literature review, and a hierarchical model was developed. Results show that prior alliance experience, inter-partner learning, knowledge transfer, absorptive capacity and knowledge internalization have a positive on the alliance productivity and performance. Furthermore, the findings indicate that prior alliance experience remains essential for alliance productivity and performance, while knowledge transfer and absorptive capacity can contribute to inter-partner learning and knowledge internalization in strategic alliances.Research limitations/implicationsThis study can help managers and policymakers to understand the identified critical factors from an organizational learning perspective and understand their impact on the alliance performance in a competitive environment. The managers should know that previous alliance experience, learning from partner firms, building an absorptive capacity, etc., are necessary to achieve superior alliance productivity and performance. For academicians, the M-TISM methodology used in this study can provide a mechanism to perform exploratory research and build a hierarchical model in different management research fields.Originality/valueThe study fills research gaps by identifying key factors, developing a hierarchical model, and examining their impact on the performance of strategic alliances in the Indian automotive industry.