Multinational strategic alliances: a manager's perspective

Mockler, Robert J.

doi:10.1002/(sici)1099-1697(199711)6:7<391::aid-jsc325>3.0.co;2-d

Cited by 25 publications

(29 citation statements)

References 3 publications

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“…For example, a firm might use M&A to control a counterpart firm, whereas a strategic alliance is a relationship in which each firm can maintain its independence. Yoshino and Rangan (1995) and Mocker (1997) defined strategic alliances as inter-firm relationships that two or more independent firms use on a continuing basis to contribute to one or more key strategic areas. The firms share the benefits of their teamwork while remaining independent.…”

Section: Categorization Of Relationshipsmentioning

confidence: 99%

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

Shiraishi

Iijima

2009

CMR

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Section: Categorization Of Relationshipsmentioning

confidence: 99%

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

Shiraishi

Iijima

2009

CMR

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“…According to [15] a number of possible relationships were identified that can be developed between organisations. These relationships can be categorised as joint ventures, strategic alliances and setting up contracts to perform specific activities (for example supplier or manufacturing).…”

Section: Partner Selection Criteriamentioning

confidence: 99%

A framework for partner selection criteria in virtual enterprises for SMEs

Mat

Cheung

Scheepers

2008

2008 International Conference on Service Systems and Service Management

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Virtual enterprises that exist on the Internet are increasingly gaining attention from organisations due to global competition and accelerating changes in the business environment. In virtual enterprises, two or more organisations merge to collaborate for a short period in exploiting market opportunities in response to ever-changing customer demand. Finding the right partners to form a partnership is one of the primary problems in virtual enterprises. Numerous criteria for partner selection are given by researchers and each seems to be critical in its own setting. However, these criteria do not help organisations that wish to apply these criteria to their business collaborations as there are too many to be considered. As market opportunities move rapidly, organisations could lose their chances to pursue those opportunities due to the amount of time that is needed to consider all the criteria. There are two categories of criteria for partner selection -task-related and partnerrelated criteria. Nevertheless, the focus of this paper is on partner-related criteria. In order to help virtual enterprises particularly small to medium enterprises (SMEs) in the partner selection process, the main partner-related criteria will be identified. Ultimately, these criteria will be used to identify critical success factors (CSFs) that can be employed at the early stage of partner selection to ensure secure and future business collaboration. Index Terms-critical success factors, partnerrelated criteria, partner selection, virtual enterprises,

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“…For a detailed case study of alliances in the airline industry, and extensive advice on the issues in multinational strategic alliances see the three linked articles: Mockler, Dologite and Carnevale 17 and Mockler. 18,19 The 1990s in particular have seen the rise of another form of alliance, the closer linkage of suppliers and customers. These are not all partnerships of equals, but there has been a growing tendency for collaborative relationships.…”

Section: Exhibit 172 Gaining Benefit From Strategic Alliancesmentioning

confidence: 99%

Strategic planning — a second look at the basic options

Hussey

1998

Strategic Management

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Multinational strategic alliances: a manager's perspective

Cited by 25 publications

References 3 publications

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

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

A framework for partner selection criteria in virtual enterprises for SMEs

Strategic planning — a second look at the basic options

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