Strategic alliances in container shipping: A review of the literature and future research agenda

Ghorbani, Mohammad; Acciaro, Michele; Transchel, Sandra; Cariou, Pierre

doi:10.1057/s41278-021-00205-7

Cited by 27 publications

(14 citation statements)

References 93 publications

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“…SDGs are large and complex goals to achieve regarding sustainability, including environmental, social and economic targets; hence, firms j CORPORATE GOVERNANCE j do not always have all the resources to achieve the goals and this lack pushes cruise corporations, but more generally the firms of the maritime industry, i.e. shipping companies, to seek alliances or other agreements (Ghorbani et al, 2022;Cariou et al, 2019;Midoro et al, 2005). Accordingly, in this study the stakeholder theory approach based on the dependence of resources supports the analysis of partnerships for achieving the SDGs of individual cruise corporations, along with the descriptive theory of stakeholders, which helps to map the nature and typology of partnerships.…”

Section: Sustainability In the Cruise Industrymentioning

confidence: 99%

SDGs disclosure: evidence from cruise corporations’ sustainability reporting

Vaio

Varriale

Λεκάκου

et al. 2023

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Purpose This study investigates how cruise corporations, which have shown consistent and high growth rates in recent years, address the Sustainable Development Goal 17 (SDG17) “Partnership for the Goals” to meet the UN 2030 Agenda. This study aims to fill the existent gap in the literature, as also highlighted by practitioners in the First Research Conference on Tourism, through the lens of stakeholder theory. Design/methodology/approach This study focuses on the analysis of partnerships and collaborative governance of cruise corporations’ endeavours to meet the UN 2030 Agenda. This study is supported by the sustainability disclosure framework and stakeholder theory, based on the dependence of resources and descriptive and instrumental approaches to describe, analyse and map, through multi-stakeholder partnerships, the sustainability initiatives and practices adopted by cruise corporations. A systematic manual content analysis has been developed on sustainability reporting published by corporations. Findings According to the descriptive and instrumental approaches and the dependence resources construct of the stakeholder theory, this study highlights the typology and nature of partnerships with SDGs, and their strategic role in achieving them, although cruise corporations do not highlight in their sustainability reporting the measures of effectiveness regarding the relationship between single partnerships and targets reached for each SDG. Practical implications Recommendations at the managerial level are put forward to support cruise corporations’ initiatives and practices to meet UN 2030 Agenda. This study suggests to governors of corporations the cooperation between the cruise industry and institutions at the local, national and international levels for promoting institutional interventions at the infrastructure and economic level. Originality/value This study provides further insights into the under-researched topic of sustainability disclosure within the cruise industry, adopting the lens of stakeholder theory from the partnerships’ perspective. To the best of the authors’ knowledge, this is the first study to adopt the analysis of the SDG practices under the lens of the stakeholder theory, based on the dependence of resources and descriptive and instrumental approaches to identify, map and analyse the multi-stakeholder partnerships as an enabling key to meet UN 2030 Agenda in the cruise industry.

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Section: Sustainability In the Cruise Industrymentioning

confidence: 99%

SDGs disclosure: evidence from cruise corporations’ sustainability reporting

Vaio

Varriale

Λεκάκου

et al. 2023

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“…It is, thus, unclear whether maritime shipping firms should pursue vertical or horizontal integration, given their significant acquisitions and stocks of tangible assets (Cariou, 2008). At the same time, the maritime shipping literature offers limited and contradicting evidence on whether these strategies contribute to firm profitability (Alexandrou et al, 2014; Ghorbani et al, 2022). Indeed, most work in maritime shipping is descriptive (Van de Voorde & Vanelslander, 2008) or limited by small samples and timeframes (Alexandrou et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Does global supply chain integration payoff? The case of maritime shipping firms

Wiedmer

Polyviou

Paraskevas

2023

J of Business Logistics

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Global supply chains operate in a volatile environment characterized by risks like the 2008–2009 financial crisis, trade disputes, and the COVID‐19 pandemic. Maritime shipping firms, the backbone of global supply chains, are particularly affected by this volatility. In response, these firms have pursued two strategies. First, they have acquired tangible assets to increase their capacity. These assets, however, are neither easily re‐deployable to other uses nor quickly adjustable, preventing firms from flexibly matching supply and demand. Second, these firms have pursued global supply chain integration by acquiring similar firms or firms in their upstream or downstream supply chain to diversify into other supply chain activities. Anecdotal evidence suggests that some firms have successfully pursued these strategies, but others have failed, eventually exiting the market. We posit that one explanation for this difference may be how effectively these firms manage their assets relative to their supply chain integration activities. We test this proposition by drawing from resource‐based theory and transaction cost economics and using longitudinal data for 148 maritime shipping firms. We also test post hoc whether typically acquired supply chain activities are beneficial. Our findings offer insights into asset management and global supply chain integration and offer advice to practitioners.

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“…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

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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.

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Strategic alliances in container shipping: A review of the literature and future research agenda

Cited by 27 publications

References 93 publications

SDGs disclosure: evidence from cruise corporations’ sustainability reporting

SDGs disclosure: evidence from cruise corporations’ sustainability reporting

Does global supply chain integration payoff? The case of maritime shipping firms

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

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