With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that behavioural characteristics play a more significant role in explaining overall alliance performance compared to organisational characteristics. High levels of commitment, trust, coordination, interdependence and communication are found to be good predictors of international strategic alliance success. Conflict, meanwhile, is found to hamper good performance. By contrast organisational characteristics such as structure and control mechanisms are found not to strongly influence the success of international strategic alliances.
This paper presents the findings of a study of the perceptions of the barriers to internationalisation by 561 New Zealand Entrepreneurial New Ventures (ENVs). Significant differences in the perception of the barriers are identified according to the level of international activity of New Zealand ENVs. Exporters and likely exporters consider the main barriers to internationalisation to be finance and cost-related factors. A lack of New Zealand government incentives are also seen to be major barriers for these two groups with likely exporters also perceiving their lack of international experience to be a hindrance. By comparison non-exporters perceive firm size to be the biggest barrier to internationalisation followed by a lack of market knowledge and experience. Industry was found to have no influence on the perception of barriers to internationalisation, however, firm size does have an impact. Copyright Springer Science+Business Media, Inc. 2004internationalisation, entrepreneurial firms, barriers to export,
The failure rate of new service projects is high, because the knowledge about how innovations should be developed is limited. In the last decade, several studies have investigated the success factors associated with service innovations (e.g. AtuaheneGima, 1996;de Brentani, 2001;Storey and Easingwood, 1998). However, no research in new service development (NSD) has addressed the question of whether chain affiliated and independently operated service firms have different approaches for developing successful innovations. The majority of past new service development (NSD) success studies have concentrated on the financial service sector, which is generally represented by large corporate organizations. The findings of this study indicate that the factors which impact on the performance of NSD depend on the organizational relationship of hotels -chain affiliation or independent operation. The study's results suggest that market attractiveness, process management, market responsiveness and empowerment predict NSD success within chain affiliated hotels.While empowerment and market attractiveness are also related to NSD success in independent hotels, this is also linked to effective marketing communication, employee commitment, behaviour based evaluation, training of employees and marketing synergy.
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