Strategic Alliances as Vehicles for International Growth

Weaver, Mark A.

doi:10.1002/9781405164214.ch19

Cited by 4 publications

(3 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Apparently, knowledge about outsourcing behaviour in SMEs in the academic literature is somewhat limited (Elango, 2008;Gao & Mitchell, 2010). Many researchers argue that it may be more efficient to outsource some activities than try to develop the capability to perform them in-house (Arbaugh, 2003;Weaver, 2000). Therefore, it is important to understand why some SMEs embark on outsourcing, while others prefer to wait and see how events spread out (Everaert, Sarens & Rommel, 2007;Vilaseca-Requena, Torrent-Sellens & Jiménez-Zarco, 2007).…”

Section: Objectives and Rational Of The Studymentioning

confidence: 99%

The Outsourcing Dilemma on Decision to Outsource Among Small and Medium Enterprises in Malaysia

Halim

Ahmad

et al. 2017

Global Business Review

View full text Add to dashboard Cite

Making a decision on outsourcing has posed many difficulties among many organizations, particularly the small and medium enterprises (SMEs). The outsourcing dilemma surrounds the issue on the factors that influence the outsourcing decisions. Therefore, this study attempts to examine what factors may influence the decision of the SME owners to outsource their business processes. A data sample of 100 SMEs was analyzed to examine the relationship between the factors (business owners’ characteristics, environmental dynamism and strategic orientation) and the decision to outsource more of their business processes which is measured through degree of outsourcing of the respondents. The analysis was then conducted via partial least squares. The results showed several interesting findings: (i) business owners’ characteristics encouraged SME founders/owners to outsource more of their business processes, (ii) environmental dynamism has a negative significant impact on the degree of outsourcing and (iii) the relationship between strategic orientation and outsourcing was not supported. Rational explanations of the unexpected findings were then discussed in this study.

show abstract

Section: Objectives and Rational Of The Studymentioning

confidence: 99%

The Outsourcing Dilemma on Decision to Outsource Among Small and Medium Enterprises in Malaysia

Halim

Ahmad

et al. 2017

Global Business Review

View full text Add to dashboard Cite

show abstract

“…In this type of collaboration, each partner expects that the benefits of the alliance will be more significant than that they could get individually. This alliance often includes technology transfer (access to knowledge and expertise), economic expertise transfer, and cost and risk sharing [4]. This type of collaboration is often a form of horizontal cooperation in which a business contract is concluded between two or more companies that belong to the same level of the supply chain or network [5].…”

Section: Introductionmentioning

confidence: 99%

Designing a model for measuring the maturity level of strategic alliances using fuzzy data envelopment analysis

Roshandel

Govareshaki

Abbasi

2023

Preprint

View full text Add to dashboard Cite

In a strategic alliance, collaboration success requires special considerations because the partners are independent of each other. Maturity models are one of the tools for monitoring this success. This research aims to design a new model to measure the maturity level of strategic alliances. This goal has been achieved by identifying the model's dimensions, defining the maturity levels, and finally designing the method of determining the maturity level. A list of maturity level measurement indicators was obtained by studying the literature, previous successful and unsuccessful experiences, and interviewing experts to achieve this goal. After that, we gathered the necessary indicators using the content validity ratio method. Then the maturity levels of strategic alliances were defined. By evaluating 31 examples of strategic alliances, fuzzy sets for each indicator and maturity level were formed. To determine the maturity levels, the indicators' weights were calculated by fuzzy data envelopment analysis. Since the desired model did not seek to calculate the efficiency, data envelopment analysis without explicit input was used. By implementing the data envelopment analysis model, the best possible combination for the weight of the indicators was obtained. The model's validity was evaluated and confirmed by comparing the results of the implementation of this model with the evaluation results of the alliance examples. Based on this, the designed model determined the maturity level by using the obtained weights for different indicators, and finally, by de-fuzzifying this set, it calculated the maturity level of the strategic alliance.

show abstract

“…International strategic alliances (ISAs) have been central in shaping the globalisation of international value chains, production networks and buying groups (Dicken, 2007;Morrison, 2016;Wilkins et al, 2018), and thus represent crucial elements in the field of international business (Weaver, 2000;Larimo, Nummela & Mainela, 2015). Given that ISAs can be considered as being instruments for internationalisation processes, strategies, and globalisation, it is essential to capture the nature and role of these strategic formations (Prashant & Harbir, 2009;Robson et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

A state-of-the-art review on international strategic alliances: do we really know what we are researching

Silva¹,

Elo²,

Larimo³

et al. 2021

EJIM

View full text Add to dashboard Cite

This review explores recent literature on international strategic alliances (ISAs). Management of alliances requires a better understanding of different dimensions and components of ISAs and of their role. This review provides a state-of-the-art understanding of the concept using content analysis of 85 ISA articles. There is limited research on the concept of ISA and the components that affect the alliances' formation, post-formation and outcome. We found notable inconsistencies in the ISA literature on the concept. This highlights the need for further structuration of the concept and the need to provide characterisation that is more coherent. This review presents implications for the definition and future research avenues for the concept, especially regarding the theory, context and the scope of ISA research. Finally, this study provides a state-of-the-art discussion that proposes critical viewpoints for future development of the concept of ISAs, their influential components and their application in research and international management.

show abstract

Strategic Alliances as Vehicles for International Growth

Cited by 4 publications

References 61 publications

The Outsourcing Dilemma on Decision to Outsource Among Small and Medium Enterprises in Malaysia

The Outsourcing Dilemma on Decision to Outsource Among Small and Medium Enterprises in Malaysia

Designing a model for measuring the maturity level of strategic alliances using fuzzy data envelopment analysis

A state-of-the-art review on international strategic alliances: do we really know what we are researching

Contact Info

Product

Resources

About