Strategic Alliances in a Globalizing World contains contributions by leading scholars in the field of strategic alliance research. The 11 chapters in this volume cover a number of significant topics that speak to the growing role of strategic alliances in a globalizing business world. The chapter topics cover both the broader issues, such as the creation of competitive advantage and expanding into institutionally different countries, and the more focused problems of alliance formation, contractual governance, governance structure choice, the development of alliance capability, the containment of opportunism, relationship management, sensemaking, and the intersection of culture and legitimacy. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy areas of alliance research in the globalization context.
Growing economic globalisation has increased international business competition and international economic interdependence. From this perspective, many firms have formed business partnerships and most nations have had to re-evaluate their economic interdependence. This book explores changes that have occurred or have been proposed in this regard. It provides new insights into business partnerships and international economic interdependence, given growing economic globalisation, and explores the managerial and socio-economic consequences of those ideas. The contributions in this book have been divided into four parts. Those in Part II concentrate on the specification of partnerships and reasons for business partnerships in the context of a globalisation. The idea of global networks in which some "hard" and "soft" forms of partnerships would appear and mix is introduced and discussed according to the partners involved (nations, unions, firms and consumers) and the economic activities (whether tangible or abstract). Globalisation also has a number of consequences for business co-ordination, in particular when they are based on outsourcing strategies in which cost reduction is balanced with knowledge transfers. These are amongst the issues explored in Part III. The difficulty to monitor and predict the effects of global partnerships tends to increase the importance of cultural and psychological variables such as trust and commitment. Therefore the role of attitudes and perceptions is very important. Whatever the agreement and the conjoined management among partner firms, the attitude of the other agents can produce asymmetric affects on these firms and considerably bias their partnership strategy. Such biases are particularly likely from consumers. Their attitude towards globalisation is not the only bias that may occur. Their loyalty is also an important issue in a globalising world, particularly in the service sector where lots of partnerships have been made on a global scale (eg banks, airlines, leisure). These are amongst the relationship marketing issues explored in Part IV. In Part V, the factors introduced in the previous chapters are considered from a regional and cultural perspective, where nations and regions themselves are engaged in global partnership. In this context, discrepancy often develops between the domestic and the international globalisation strategies, as well as between the capital and labour markets. The resulting complexity is particularly problematic for the developing and peripheral economies. Novel insights about partnership emerge, as studied in this concluding part of the book.
Research Paper (postgraduate) from the year 2010 in the subject Business economics - Offline Marketing and Online Marketing, grade: A, The University of Liverpool, language: English, abstract: The research describes the process of strategic alliance and its impact on the global marketplace. Strategic Alliance has evolved as an essential tool for the corporate sector to reduce the pressure of competition and create a sustainable competitive advantage in the marketplace. The researcher has tried to explain the process of creating an alliance and has chosen the case of Shaca Construction and Urban Fabrik, construction companies for evaluating the above assertion. The researcher has gathered relevant primary and secondary resources for understanding the past developments of the process and compares them with the present situation. The researcher has used a suitable research methodology for evaluating the research aims and objectives. The researcher evaluated that the strategic alliance helps the firm in amalgamating their resources build better construction services to their customers. The alliance process expands the reach of the firms to a larger consumer base and strengthens the company resources against the competition. However, there are some pitfalls in the process of strategic alliance. The organisations must ensure that they have the capability to achieve the objective set by the alliance and trust each other regarding management and financial planning of the process. The findings of the study suggest that a strategic alliance has been growing rapidly in the market. The strategic alliance is a useful tool for improving the conditions of the international marketplace as it contributes extensively in reducing the competition and unifying the resources of the business houses to develop better and quality services for the customers. However, the reduction is competition can also lead to fall in the level of quality which will worsen the market condition.
Twenty-seven empirical and theoretical studies from such journals as the Journal of International Business Studies and the Strategic Management Journal represent a range of theoretical lenses. After an introductory overview, the papers focus on such topics as the joint venture as a mode of foreign entry, performance, control, learning within alliances, bargaining power, and theory--although there is some overlap between treatments. The contributions were all originally published between 1986 and 1994. Annotation copyrighted by Book News, Inc., Portland, OR
The 2013-14 Strategic Asia volume examines the role of nuclear weapons in the grand strategies of key Asian states and assesses the impact of these capabilities—both established and latent—on regional and international stability. In each chapter, a leading expert explores the historical, strategic, and political factors that drive a country's calculations vis-a-vis nuclear weapons and draws implications for American interests.
John Dunning is the leading authority in the field of international business. His latest work analyses: * future developments in global business * a comparison of US and Japanese investment in Europe * competitiveness, trade and integration * spatial dimensions of globalization
Covers research on strategic alliances, and serves to lay out a research agenda on collaborative strategy and alliance management. This book covers the theoretical foundations that guide work on inter-firm collaboration, ranging from sociological perspectives to real options theory to diverse traditions within organizational economics.
This book presents theories and case studies for corporations in developed nations, including Japan, for designing strategies to maximize opportunities and minimize threats in business expansion into developing nations. The case studies featured here focus on Asia, including China and India, and use examples of Japanese manufacturers. Five case studies are provided, including Hitachi Construction Machinery and Shiseido in China and Maruti Suzuki in India. These cases facilitate the reader’s understanding of the business environments in emerging economies. This volume is especially recommended for business people responsible for international business development, particularly in China and India. In addition, the book serves as a useful resource for students in graduate-level courses in international management.
