Query: strategic alliance examples

Candidate papers:

abstract: This study investigates the effects of strategic alliances on individual company performances and holistic alliance performance. It also builds on the KMV model to examine the mediating roles of trust and commitment. 121 surveys obtained from 141 firms in the Taiwan semiconductor industry. Data analyses by SEM show (1) Commitment significantly affects the performance of individual companies and the overall performance of the alliance as a whole. (2) Relationship benefits are positively related to commitment. (3) Structured bond is positively related to trust. The findings of this study provide the academia and practitioners with insights on how a strategic alliance relationship will influence individual company performance and holistic alliance performance.
author_names: Mei Hua Huang

Chia-Hui Hsieh

Perng-Fei Huang

Chiung-Yen Chen
title: Examining the Impacts of Strategic Alliance Examples of the Taiwan Semiconductor Industry
venue: IMIS
year: 2020

abstract: Strategic alliance is the common use of resources and core competences by the enterprises in the production, distribution and development of goods and services in order to gain a competitive advantage in the sector. The aim of strategic alliance is to create new value by creating synergy in production, R D and marketing. By using strategic collaboration techniques, airline companies can provide advantages such as economic, financial and managerial development, expansion of flight networks and increasing market share. It is also beneficial for the airline companies to cooperate among themselves. Collaboration applications reduces the transfer and waiting times of passengers, provides more flight options, provides rewards for frequent flying passengers, provides reservation priority and standardized service. In this study, strategic collaboration techniques are explained with examples. The quantity and quality of the strategic alliance organizations Star Alliance, Skyteam and Oneworld alliances are compared according to many criteria. It was determined that the Star Alliance is advanced in terms of quantity and quality.
author_names: Sabiha ANNAC GOV
title: STRATEGIC ALLIANCES IN AIRLINE BUSINESS: COMPARISON OF SKYTEAM, ONEWORLD, STAR ALLIANCE GROUPS
year: 2020

abstract: The aim of this paper is to show the importance of relationship marketing in business to business contexts and present a "Model of Relationship Management Variables in B2B Environments" First, the article gives an explanation of the paradigm shift in today's marketing understanding vis a vis the traditional transaction oriented view of marketing. Further, the article looks into business to business applications of relationship marketing, gives a definiuon of strategic alliances, which are examples of interfirm relationships and presents relationship variables affecting every single phase of an alliance. The article ends with the explanation of a "Relationship Net" in which the strategic alliance does not only cover two partners but a whole set of partners along the value chain.
author_names: Dilek Zamantili Nayir
title: STRATEGIC ALLIANCES AS EXAMPLES FOR RELATIONSHIP MANAGEMENT IN B2B ENVIRONMENTS
year: 2020

abstract: Based on the basic theory of the formation of enterprise strategic alliance, we made electronic enterprises in Shenzhen as the object of the study to discuss the factors of the formation of strategic alliances from corporate social capital. The main conclusions included three points: first, the formation of strategic alliance should base on building the breadth and depth of corporate social networks, second, the history of mutual trust is the key factor of combining between enterprises, third, the role of cognitive dimension in the formation of strategic alliance is not obvious.
author_names: Cui Shi-juan

Liu Jun

Zhen Jian-cun
title: The Formation of Strategic Alliance's Research on the View of the Dimension of Corporate Social Capital: Take Electronic Enterprises in Shenzhen as Examples
venue: ICEE 2012
year: 2012

abstract: (p. 171) It changed its production model to one in which Iranian natives investigated and wrote the news stories as well as reported them, and it instituted journalism training programmes for its growing cadre of native reporters. In so doing, the Persian Service helped foster a generation of Iranians committed to the values associated with a vigorous and free press the backbone of British democracy. More than an institutional history, Persian Service is replete with new insights and welldocumented examples of the challenges to state sponsored media in the Middle East. It makes a valuable contribution toward filling the lacuna in the literature on mass communications in the development of the modern Iranian state.
author_names: Hossein Abadian
title: US Foreign Policy and the Iranian Revolution: The Cold War Dynamics of Engagement and Strategic Alliance
year: 2016

abstract: Choosing proper partners is the key to the success of the alliance. Based on the analysis of the characters of the Industrial Technology Innovation Strategic Alliance, a new kind of cooperative organization occurred in China in recent years. The problem of "adverse selection" at the stage of the its establishment is discussed in this paper. The game model is built based on motivation theory and the principle agent theory and then proved by examples. The conclusions can be got from the model. By setting the ranges of funds, preferential policy, and sharable profits and designing membership rules, the organizer of the Industrial Technology Innovation Strategic Alliance can motivate the risk neutral applicant to reveal his real capacity and the one with higher capacity to participate intothe alliance more actively and even can set capacity threshold for applicants implicitly.
author_names: Mingxia Zhao

Changhong Li
title: Motivation Mechanism Prevents Adverse Selection in Industrial Technology Innovation Strategic Alliance
year: 2014

abstract: Strategic alliances which are cooperative strategies in which firms combine some of their resources to create competitive advantages, are the primary form of cooperative strategies. Strategic alliances are an important source of resources, learning and thereby competitive advantage. Few firms have all of the resources needed to compete effectively in the current dynamic landscape. Thus, firms seek access to the necessary resources through alliances. Research on strategic alliance in the past few decades has suggested that strategic alliance dramatically reshaped the dynamic of competition. This study provides an important and useful perspective on strategic alliances. Approaches, examples, models and other tools are discussed to develop a deeper understanding of how competitive advantage of the alliance can be achieved.
author_names: Mowla Mohammad Masrurul
title: An Overview of Strategic Alliance: Competitive Advantages in Alliance Constellations
year: 2012

abstract: This chapter has two primary purposes. The first is to think through the concept of cooperation and its relevance for strategic alliances. The second is to analyze the potential role of information technology in such alliances. Specifically in the latter we focus on examples of "total" IT outsourcing often cited as forms of "strategic alliance" to examine the structure of cooperation, the relationships formed, how structure and relationships evolve, and the degree to which they might be sustainable. Here, as in all our chapters, "total" IT outsourcing is taken to be where 80% or more of an organization's IT budget is spent on third party management of IT assets, people and/or activities to required/agreed results (Lacity and Willcocks, 1998) In the mid 1990s, when an earlier version of this chapter was published, the topic of cooperation in strategic alliances, especially in the specific area of IT outsourcing, was relatively undeveloped in the academic management studies literature. "Undeveloped" refers to a lack of agreement on definitions of fundamental concepts; wide differences in use of terms such as "partnership" "strategic partnership" and "strategic alliance" and a lack of academically researched case material to work through such problems, as opposed to an uncritical adoption of cases and vocabulary described in trade journals, the press, and business magazines. Subsequently the strategic alliance literature has developed immensely (for overviews see Child et al. 2006; Faulkner and Campbell, 2005) However, strategic alliances remain understudied in the IT literature (exceptions include DiRomualdo and Gurbaxani, 1998; Barthelemy and Geyer, 2004) We have suggested elsewhere that this is because, when it comes to outsourcing, strategic alliances exist more at the rhetorical level than in practice (Lacity and Willcocks, 2001, 2009)
author_names: Leslie P Willcocks

Chong Ju Choi
title: Cooperative Partnerships and IT Outsourcing: From Contractual Obligation to Strategic Alliance?

abstract: This paper investigated the impact of fairness concerns on the formation of the inventory transshipment strategy alliance through its impact on the ordering decisions and profits of two retailers. The paper introduced reference point dependency to describe the retailer's fairness concerns utility function, and modeled the strategic alliance system consisting of two retailers involved in transshipment. The conditions for the existence of Nash equilibrium solutions were given. The paper solved the impact of the fairness parameters on order quantities and profits by the implicit function theorem. Based on the theoretical analysis and numerical examples, this paper investigated the formation of a strategic alliance under asymmetric and symmetric fairness concerns. The results are as follows: (1) under asymmetric fairness concerns, when the transshipment price of the retailer with no fairness concerns is no more than the transshipment price of the retailer with fairness concerns, an inventory transshipment strategy alliance can be formed. Otherwise the retailer with no fairness concerns may need to pay the retailer with fairness concerns certain fees in order to form a strategic alliance; (2) under symmetric fairness concerns, two completely symmetric retailers can form strategic alliances.
author_names: Xiaohong Yu

Sujuan Wang

Xindong Zhang
title: The Impact of Fairness Concerns on the Formation of Retailers Alliance with Consideration of Transshipment
year: 2019

abstract: This article highlights several important dimensions of planning for exit from strategic alliances and also offers several examples of the disastrous consequences of inadequate exit planning. While many companies fall into the trap of having no exit plan, other companies take too simple a planning approach, wondering if the exit will be unconditionally easy or hard. A more effective approach involves questions such as "When should the exit be easy and when should it be hard? And for which partner?" The article develops a framework that stipulates contingency specific exit provisions for each partner in the alliance specifically, situations in which exit should be symmetric and easy for both partners, symmetric and hard for both partners, or asymmetric, hard for one partner and easy for the other. Furthermore, many alliances today reflect complex deals that cover several distinct developmental stages, each of which contains a distina set of contingencies. Such alliances require a dynamic application of the exit framework, wherein each stage of the alliance development entails a different set of exit provisions, and exit from one stage would signify the beginning of the next.
author_names: Ranjay Gulati

Maxim Sytch

Parth Mehrotra
title: Breaking up is Never Easy: Planning for Exit in a Strategic Alliance
year: 2008