Effectiveness of horizontal strategic alliances in technologically uncertain environments: are trust and commitment enough?

Perry, Monica L.; Sengupta, Sanjit; Krapfel, Robert E.

doi:10.1016/s0148-2963(02)00501-5

Cited by 103 publications

(67 citation statements)

References 32 publications

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“…will integrate a number of additional concepts that are particularly important over the longer-term relationship, overcoming competitiveness and winning sustainability. This vertical alliance motivates commitment and effectiveness of security by cooperation, exchange, and quick swapping options (Perry et al, 2004). …”

Section: Issn: 2319-1058mentioning

confidence: 99%

Inter-Org Sys

2017

IJIET

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-Inter-Org Sys is an electronic data interchange of information work flow that allows for flexibility in the use of resources within an organization to facilitate the development of synergy capabilities, all fuelled by the Organizational Internet of Things (OIoT). The evolving synergies can create new revenue streams from the emerging real-time end-user data and improve the consumer experience. Internet access everywhere depends on usage traffic and price affordability to connect all devices for delivering excellent performance with rated speed and range. Socio-technical change to consumerism can result in 24x7 access to OIoT going beyond digital and including the evolution of IorgS for the following components:1. Interoperability of Systems and Social Networking for Consumers, 2. Remote Access Technologies Affecting Socio-Technical Change, 3. Anytime-Everywhere Internet and Flexible Learning Environments, 4. Affordances to Technology enabled Quality of Life, 5. Business -Markets and Organizational Technological Capacity, and 6. Innovative People Networks. Mobile Technology can be utilised in its best form when the equipment possesses inter-gadgetry applications of good branch predictability, which is faster with less response time for executing commands. Less response (less or equal to 1 ms) will be one of the key items for faster implementation of IoT/IIoT and this item will be one of the basic settings in 5G mobile networks.

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Section: Issn: 2319-1058mentioning

confidence: 99%

Inter-Org Sys

2017

IJIET

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“…The strategic fit is the prerequisite for a win-win situation and can only be ensured by the explicit formulation and communication of strategic objectives, as well as the pronounced engagement of both partners. "Trust and commitment are the building blocks of alliance effectiveness" (Perry et al, 2004). Conversely, during the 'dot-com boom', some cooperation agreements purely aimed at increasing the partners' reputation by brand alliances.…”

Section: Strategic Fitmentioning

confidence: 99%

“…Characteristics of cross-channel cooperation arrangements that help partners with unbalanced resource profiles and power positions to build fruitful alliances include termination penalties and exclusivity constraints that can be seen as pledges of commitment in the communication, distribution and service channels of the partner (Anderson and Weitz, 1992;Perry et al, 2004). Financial incentives in the form of equity investments or direct monetary payments are the final component of the contract (Bucklin and Sengupta, 1993).…”

Section: Power Balancementioning

confidence: 99%

Cross-channel cooperation: on the collaborative integration of online and offline business models of e-entrepreneurs and traditional SMEs

Kollmann

Häsel

2008

IJESB

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Abstract:Owing to the rapid growth of the internet, the corresponding Net Economy has evolved into an established trade level. It is characterised by numerous entrepreneurial firms equipped with innovative online business models. Also, traditional firms increasingly utilise the internet in order to optimise business processes and reach customer segments. Technological advances and changes in customer behaviour imply that the physical and the electronic trade levels are increasingly used complementarily. In order to be successful on both trade levels, Real and Net Economy firms inevitably need to approach each other. In this article, we argue that for e-entrepreneurs and traditional SMEs, collaborative concepts represent an ideal way of meeting the resulting requirements. Cross-channel cooperation enables firms to integrate online and offline business models without extending themselves beyond their means or competencies. Drawing on market-and resource-based considerations, we examine the rationale behind collaborative cross-channel strategies, propose a classification of cooperation forms and give implications for e-entrepreneurs and managers of traditional SMEs.

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“…This second wave embraces a resurgence of the interests of the first wave, which is concerned on the interactions and relationships between individuals, but it is characterized by its focus on the exchanges and linkages between organizations (Powell, Koput & Smith-Doerr, 1996;Håkansson, 1987;Burt, 1980). Last years, part of this trend has also looked at the effect of individual relationships such as trust, commitment or conflict on the strategic goals on alliance performance in a separate way (Cullen, Johnson & Sakano, 2000;Luo, 2008;Perry, Sengupta & Krapfel, 2004;Das & Teng, 1998;Nielsen & Nielsen, 2009;Jiang, Jiang, Cai & Liu, 2015).…”

Section: Introductionmentioning

confidence: 99%