Strategic Alliance and Operational Sustainability

Akpotu, Christopher

doi:10.18533/rss.v1i8.57

Cited by 6 publications

(4 citation statements)

References 15 publications

(16 reference statements)

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“…Strategic alliances between banks and fintech companies are oriented toward distributing financial products and services via digital channels (Scardovi, 2017;Tanda & Schena, 2019). They appear to be hybrid structures aimed at leveraging firms' resources and enhancing their competitiveness while maintaining their independence (Akpotu, 2016;Holotiuk, Klus, Lohwasser & Moormann, 2018). The involved banks and fintech start-ups can achieve the best results from cooperation in an environment of newly created digital ecosystems (Carbó-Valverde, Cuadros-Solas & Rodríguez-Fernández, 2021).…”

Section: The Role Of Strategic Alliance In Bankingmentioning

confidence: 99%

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

Bartolacci¹,

Cardoni²,

Łasak³

et al. 2022

JEMI

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PURPOSE: The paper aims to identify the characteristics of the entities involved, the motivations and the processes of forming strategic alliances between a small cooperative bank and a fintech start-up. The paper bridges the research gap in the literature and explains the success factors of strategic alliance between considered entities. METHODOLOGY: We applied a typical qualitative research approach that consists of two steps. The first step was to develop an analytical framework to understand the critical success factors for the strategic alliance formation between banks and fintech start-ups. In the second step, we applied the analytical framework for a case study analysis, considering the strategic alliance between the Banca Popolare di Cortona and the NetFintech start-up. FINDINGS: Our research shows that there are different motives for strategic alliance formation for banks and fintech start-ups. From a theoretical point of view, banks’ motivations are based on outsourcing, innovation, the evolution of the business model, competitive advantage, saving costs, improving service quality, and learning. The main motives for fintechs include access to customers, loans, banking license, economies of scale, trust, and credibility. In the empirical part, we found that the crucial success factors are strategic alignment and hybridization, competence and experience, cultural value and territorial closeness, and professionalism. IMPLICATIONS: The results develop the knowledge about the best conditions for cooperative banks and fintech start-ups strategic alliances. The main limitation is that the paper is based only on one case study and it is related to cooperative banks and does not embrace other groups of banks. For this reason, it can be a basis for further research in this area. The described case study can be a good example to compare other cases of such alliances. Cooperative banks and fintech start-ups involved in a strategic alliance should share the commitment at the governance level. Critical are also the procedures of the alliance formation. ORIGINALITY AND VALUE: This article provides two main contributions to the literature on the technology-driven transformations of the banking sector. First, we elaborated a theoretical framework of the critical success factors for the bank and fintech start-up strategic alliance formation. Second, we applied the framework with the bank–fintech start-up cooperation in the local market in Italy. Contrary to previous research, which focuses mainly on commercial banks, this article presents the relationship between cooperative banks and fintech start-ups.

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Section: The Role Of Strategic Alliance In Bankingmentioning

confidence: 99%

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

Bartolacci¹,

Cardoni²,

Łasak³

et al. 2022

JEMI

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Section: The Role Of Strategic Alliance In Bankingmentioning

confidence: 99%

Untitled

2022

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNALThe entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNALManagement, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNALThe innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNALThe entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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“…It is a prerequisite for the success of the joint venture to select the right partners who will be trusted and experienced. Strategic alliances initiate with planned targets that strengthen the competitive power of the organizations involved in the alliance (Akpotu, 2016). The characteristics of partners must be complementary.…”

Section: International Joint Ventures As Alliancesmentioning

confidence: 99%

Managing International Alliances: Joint Ventures: A Case Study

Bingöl¹,

Begeç²

2020

JSS

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Companies tend to internationalize for many reasons and use various methods. Joint Ventures (JVs) are one of the most common methods to establish partnerships. Partnership enterprises benefit from the market experience of their foreign partners, transferring technology and information, resources and talent pool, and exceeding legal limitations. Although JVs provide economic benefits for companies, they face significant challenges. The aim of the study is to reveal the reasons of the companies to make strategic alliances in the international arena such as joint venture and other formations and the managerial challenges they face with a case study. This paper examines ASELSAN, which is one of the most important institutions of Defense Sector in Turkey. It analyzes the reasons of being a participant of JVs and the way of internationalization. An evaluation was made in line with the answers received from the management levels. ASELSAN's internationalization and the reasons for its participation in foreign countries coincide. However, the reason for internationalization is "increasing the international brand value of Turkey." In addition to the similarities to those provided in the literature, ASELSAN has its own unique methods in terms of the challenges and difficulties encountered in the implementation of overseas plans, control and coordination problems.

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Strategic Alliance and Operational Sustainability

Abstract: To be uploaded

Cited by 6 publications

References 15 publications

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

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Managing International Alliances: Joint Ventures: A Case Study

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