Strategic alliances in the European defence industry

Butler, Colin; Kenny, Brian; Anchor, J.R

doi:10.1108/09555340010356257

Cited by 8 publications

(5 citation statements)

References 24 publications

(14 reference statements)

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“…One such form is the strategic alliance and even within this approach, the list of possible reasons for the alliance is quite extensive. Butler et al (2000) analyzed 135 defense companies in Europe and their experience with cross-border alliances. In their conclusions, those authors noted that within the spectrum of strategic-alliance structures European defense companies tend to focus on the collaborative approach.…”

Section: The European Defense-industrial Basementioning

confidence: 99%

Defense Industry Restructuring: Trends in European and U.S. Defense Companies

Kopač

2006

Transition Stud Rev

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Section: The European Defense-industrial Basementioning

confidence: 99%

Defense Industry Restructuring: Trends in European and U.S. Defense Companies

Kopač

2006

Transition Stud Rev

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“…There has been little attention paid to the analysis of FDI and technical cooperation inflows in the defence sector enterprises, and particularly in their defence supply‐in‐return activities. The previous studies on the defence sector have highlighted the importance of the defence sector relations in the economy (Sandler and Hartley, 1995, 2007; Chang et al , 2001; Butler et al , 2006) and on its strengthening focus on quality and competitiveness improvements (Pickard, 2007). The supply‐in‐return is one of the main means used in the practice of international trade of the defence sector and its direct and indirect associated economic activities.…”

Section: Prior Researchmentioning

confidence: 99%

Enterprise internationalisation by foreign investments and technical cooperation

Bojnec

2011

Industrial Management &Amp; Data Systems

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PurposeThe purpose of this paper is to investigate the internationalisation of enterprises by specific forms of foreign direct investments (FDI) and international technical cooperation in the defence sector.Design/methodology/approachThe effects of defence FDI and international technical cooperation activities on the Slovenian economy are investigated using the input‐output modelling approach.FindingsThe author finds important direct and indirect effects on the Slovenian economy from the FDI and international technical cooperation inflows into enterprises. These positive effects are directly and indirectly linked to enterprises in different statistically classified industrial activities by predominance of the civil sector, which is important for the development of defence and civilian high‐technological base products in different regional parts of Slovenia.Originality/valueThe presented findings can be used to arrange industrial and regional development strategy and policy measures aimed at accelerating the internationalisation of enterprises and different industrial activities.

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“…Market entry is "one of the most critical decisions in international marketing" (Terpstra, 1987, p. 52), as it sets the framework for the channel structure and the level of control an organization will have over its marketing channels (Stern and El-Ansary, 1982). Hollensen (2004) Root (1994), Hollensen (2005) Direct export Young et al (1989), Burstow (1994) Management contracting Kotabe and Helsen (2004), Jobber (2007) Contract manufacturing Yoshino and Rangan (1995), Butler et al (2000) Alliance Aulakh et al (1998), Wild et al (2006) Licensing Doherty (2007), Cavusgil et al (2008 Franchise Kärkkäinen (2005), Das and Kumar (2007) Joint venture Hollensen (2004), Kärkkäinen (2005) Acquisition Root (1987), Buckley and Casson (1998), Lasserre (2003) Greenfield 1 High Note: a Greenfield is an entry strategy chosen by an organization that has decided to enter a market via foreign direct investment, for example, by setting up an entirely new plant in a foreign market (Buckley and Casson, 1998;Gorg, 2000) Table II. Mode of entry categories JIEB 4,2…”

Section: Mode Of Entrymentioning

confidence: 99%

Market entry dynamic framework for higher education internationalisation

Jiang

Carpenter²

2011

Jnl Intl Education in Business

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to critically examine higher education (HE) internationalisation in terms of international recruitment and academic collaboration, with a focus on market entry strategies and programme delivery methods, and to define an education-specific dynamic framework. Design/methodology/approach -A single university was chosen as the case study and 20 interviewees participated in this qualitative research. Content analysis, critical discourse analysis and categorisation of meaning are adopted as data analysis strategies. Findings -The dynamic framework is constructed based on the analysis of both commercial internationalisation and HE internationalisation. It presents the relationship between these two areas, and creates an education-specific pattern of HE internationalisation, including modes of entry, programme delivery methods and potential areas of further development.Research limitations/implications -The dynamic framework contributes to rich understanding of internationalisation of HE in the case study. Further research in this area is encouraged to test the framework in other universities. Practical implications -The dynamic framework presents international market expansion within an institutional context. This framework can help institutions better understand international development in HE, and guide universities' implementation of internationalisation by providing education-specific modes of entry and programme delivery methods. Originality/value -This research uses literature on commercial internationalisation to interpret HE internationalisation, explains the relationship between them, and creates an education-specific framework, which is bespoke for international market expansion in HE.

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Strategic alliances in the European defence industry

Cited by 8 publications

References 24 publications

Defense Industry Restructuring: Trends in European and U.S. Defense Companies

Defense Industry Restructuring: Trends in European and U.S. Defense Companies

Enterprise internationalisation by foreign investments and technical cooperation

Market entry dynamic framework for higher education internationalisation

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