Inter-Firm Relationships in the Telecommunications Industry: Characteristics and Typology

Shiraishi, Noriaki; Iijima, Junichi

doi:10.7903/cmr.2608

Cited by 3 publications

(6 citation statements)

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“…This leads firms to engage in strategic activities aimed at expanding the scale of their businesses. This observation is supported by actual data on the inter-firm relationships telecommunications carriers have developed (Shiraishi and Iijima, 2008a).…”

Section: Typology For Inter-firm Relationshipssupporting

confidence: 62%

“…Consequently, three dimensions and directions for strategic relationships were defined: geographical expansion, segment expansion, and business diversification (Figure 1). The authors demonstrated the validity of the typology for inter-firm relationships between telecommunications carriers and discussed that the typology provides an analytical framework for firms to evaluate the practicality of forming future inter-firm relationships (Shiraishi and Iijima, 2008a). …”

Section: Typology For Inter-firm Relationshipsmentioning

confidence: 99%

“…They also proposed a typology (geographical expansion, segment expansion, and business diversification) as an analytical framework for understanding inter-firm relationships within the industry and demonstrated that this typology would help managers and researchers recognize appropriate strategic directions for firms based on our findings regarding the characteristics of the telecommunications industry (Shiraishi and Iijima, 2008a).…”

Section: Introductionmentioning

confidence: 99%

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Valuation of Inter-firm Relationships in the Telecommunications Industry: Typology and Market Responses

Shiraishi

Iijima

2010

CMR

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This paper discusses a typology and evaluations of inter-firm relationships in the telecommunications industry. The authors define inter-firm relationships as a broad range of relationships including strategic alliances, joint ventures, and mergers and acquisitions (M&A) or other equity-based relationships. Forming relationships and selecting partners are the two most important issues for managers when arranging inter-firm relationships and these are also important subjects for research in this area. The authors empirically analyzed inter-firm relationships by evaluating short-term stock-market responses to announcements about the formation of such relationships. These evaluations follow typologies previously proposed by the authors, which are explained in this paper. Three hypotheses are proposed and examined regarding general market responses and the difference in responses between each defined type of relationship and market.The results from evaluations revealed that market responses were generally not favorable in the short term in contrast to general understanding of market responses. However, the authors found significant differences in responses between the relationship categories of the framework. Practical implementations were obtained where managers in the industry had to take into account how the stock market responded to the formation of inter-firm relationships when they developed their corporate strategies. The results also demonstrated the validity of the proposed framework and suggested it should be useful to enable further analysis of this industry. Yoshino and Rangan (1995). Inter-firm relationships in the industry had become common by the mid-1980s in the United States and other industrialized countries soon joined this trend as deregulation advanced in the 1990s (Joshi et al., 1998, Trillas, 2002. Managers in the telecommunications industry should therefore consider the development of inter-firm relationships as their most important strategic activities, and a present matter of importance to them is evaluating inter-firm relationships. Managers engaged in developing inter-firm relationship strategies must decide whether to form inter-firm relationships, and which firms to target as potential partners. Such decisions must offer them the opportunity of improving the firm's competitive scope, increasing profitability, or gaining positive acceptance by stakeholders. Therefore, effective ways of evaluating inter-firm relationships are key tools for such managers and such tools would also be valuable to enable academic studies of these relationships.Although research has been conducted on inter-firm relationships in the telecommunications industry (e.g. Graack, 1996, Oh, 1996, Baroncelli, 1998, ChanOlmsted and Jamison, 2001, Curwen, 2001, Faulhaber, 2002, Jamison and ChanOlmsted, 2002, this has mainly focused on explaining specific relationships and discussion has mostly focused on rather qualitative standpoints. In this research, the authors have attempted to conduct quantitative evaluati...

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Section: Typology For Inter-firm Relationshipssupporting

confidence: 62%

Section: Typology For Inter-firm Relationshipsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Valuation of Inter-firm Relationships in the Telecommunications Industry: Typology and Market Responses

Shiraishi

Iijima

2010

CMR

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“…Information and communication technology is considered to be one of the key technologies in developed countries, so countries with smart industrial policies for the development of the information technology industry will be able to take advantage of it as one of the largest and fastest-growing industries in the world. It is obvious that the share of each country in the benefits of this industry is directly related to the native capacity of that country in this field [7]. e main features of the telecom industry are as follows.…”

Section: Literature Reviewmentioning

confidence: 99%

Explaining the Effective Factors on Digital Transformation Strategies in the Telecom Industry of Iran Using the Delphi Method

Aghayari

Valmohammadi

Alborzi

2022

Discrete Dynamics in Nature and Society

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Digital transformation is emerging as the main driver of widespread change in the world around us. The communications industry is at the forefront of this transformation, both as an industry that is witnessing extensive changes in its market environment and as a major driver of digitalization around the world. The use of technology and the achievements of information technology alone will not lead to digital transformation in the organization because digital transformation is something of a strategy. The purpose of the research is exploratory and the type of applied research. The research method is data analysis, integrated, quantitative, and qualitative. The Delphi method has been used to identify the indicators, and the fuzzy DANP technique has been used to prioritize and affect. In this research, components and indicators of digital evolution have been extracted using qualitative content analysis. For this purpose, library studies including books and articles, structured interviews with industry experts, the content presented in domestic and foreign conferences and lectures, and reference models provided by leading organizations in the industry were used. The components and indicators were approved by the Delphi method, and the relationship between the components and the indicators and their ranking was done using the DANP (DEMTEL-ANP (DANP)) method. In the end, 6 components and 20 indicators were finalized and identified as indicators of high importance.

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“…Although the literature showcases many typologies of expansion into foreign marketssuch as equity and non-equity based forms of expansion (Dymitrowski, Małys, & RatajczakMrozek, 2012;Yosino & Rangan, 1995), incremental vs rapid internationalisation (Wach, 2015), cultural barriers to expansion (Gorostidi-Martinez & Zhao, 2017), the geographical and business segment factor in expansion (Shirashi & Iijima, 2009), industry-specific expansion (Baum, Shiplov, & Rowley, 2017;Gulati & Gargiulo, 2003), expansion of family companies (López-Cózar-Navarro, Benito-Hernández, & Platero-Jaime, 2017), SMEs (Laghzaoui, 2011) and born global firms (Hennart, 2014), multi-stakeholder expansion (Fonfara & Szczepański, 2010;Havila, Johanson, & Thilenius, 2004) and the role of formal and informal relationships in international business (Dunning, 2006) -these approaches reflect relatively weak links to relationship management.…”

Section: Introductionmentioning

confidence: 99%

The Role of Relationships in Initiating the Internationalisation Process in B2B Markets

Deszczyński

Fonfara

Dymitrowski

2017

EBER

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A B S T R A C T Objective:The objective of this paper is to evaluate how companies use the relationship capital when initiating the internationalisation process and how the development of a business network affects this process. Research Design & Methods: The paper presents a comparative analysis of case studies of seven companies based in Poland and operating in foreign markets. This set of primary data and a comprehensive literature review served as a stimulus for the development of a typology of relationship capital mediating agents. Findings: The cornerstone of the article is the assumption that in order to accelerate internationalisation, entities trying to enter foreign markets have to "borrow" relationship capital from one or more of several mediating agents. The article identifies these agents and outlines the role of different types of relationships during the market entry phase. Implications & Recommendations:The article proposes a typology of relationship capital mediating agents such as: foreign and domestic intermediaries, individual insiders, own international and corporate network, own network expansion, and corporate or personal referrals. It also outlines the limited role of social relationships in concluding a successful market entry, placing them as one of the possible, but not necessary, options.

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Inter-Firm Relationships in the Telecommunications Industry: Characteristics and Typology

Abstract: This paper discusses the characteristics and formation if inter-firm relationships in

Cited by 3 publications

References 41 publications

Valuation of Inter-firm Relationships in the Telecommunications Industry: Typology and Market Responses

Valuation of Inter-firm Relationships in the Telecommunications Industry: Typology and Market Responses

Explaining the Effective Factors on Digital Transformation Strategies in the Telecom Industry of Iran Using the Delphi Method

The Role of Relationships in Initiating the Internationalisation Process in B2B Markets

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