The analytic network process for partner selection criteria in strategic alliances

Wu, Wann Yih; Shih, Hsi‐An; Chan, Hui‐Chun

doi:10.1016/j.eswa.2008.06.049

Cited by 138 publications

(82 citation statements)

References 42 publications

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“…According to Wu et al (2009), inter-firm relationships in horizontal networks are developed among enterprises in the same productive chain and at a similar level of performance. These networks can also involve other organizations aiding the development of the networks or active in promoting and supporting them Beugelsdijk et al (2010), Diez-Vial (2011), andLibaers &Meyer (2011) state that geographic proximity is a motivational factor for forming regional business networks.…”

Section: Horizontal Business Networkmentioning

confidence: 99%

A measurement model for managing performance of horizontal business networks and a research case

Bonatto

Resende

Pontes

et al. 2017

Prod.

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A significant challenge facing companies that are members of collaborative networks are measuring their market performance, even as they evaluate their contribution to the development of the network. This paper develops a model for analyzing the performance measurement of horizontal business networks. We do this by reviewing literature related to performance management in horizontal networks and systematically selecting eight functional perspectives, and 25 operational factors associated with them, to measure the performance of both companies and the network. We employ the Analytic Hierarchy Process (AHP) for deciding perspective weights and use its quantitative results to create a diagram for representing the effectiveness of performance management at the company and network level. The model is tested by applying it to companies in an Information Technology business network. We analyze the results of the individual and network performance of the companies surveyed, along with the evaluative perspectives relevant to the network.

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Section: Horizontal Business Networkmentioning

confidence: 99%

A measurement model for managing performance of horizontal business networks and a research case

Bonatto

Resende

Pontes

et al. 2017

Prod.

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“…In the 21st century, organizational systems are evolving to be more complex as companies across various industries realise the benefits of the global marketplace; one of the themes that emerges out of this process is the significance of partnerships and strategic alliances in achieving global presence (Wu, Shih & Chan, 2009).…”

Section: Joint Ventures and Strategic Alliancesmentioning

confidence: 99%

Entry Mode Issues in the Internationalisation of South African Retailing

Dakora

Bytheway

2014

MJSS

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“…Das & Teng, (2000) also asserted that the selection of alliance partners influences the choice of alliance governance structure. A few researchers stressed the success of strategic alliance depends on the selection of appropriate alliance partners (Nielsen, 2003;Geringer, 1991;Rai, Borah, & Ramaprasad, 1996;Wu, Shih, & Chan, 2009). Furthermore, Sampson (2004) showed the alliance governance structure aligned with TCE perspective generated 138% higher alliance performance than the misaligned one, demonstrating the alliance governance structure may have impact on the alliance performance.…”

Section: Hypothesis 1: Technological Alliance Motivation (Here Tce Amentioning

confidence: 99%

The Comparative Effects of Transaction Cost Economics and Resource Based View: A Technological Alliance Motivational Perspective

Kim¹

2016

IJBSR

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This paper examines the impact of two main alliance motivation theories, transaction cost economics (TCE) and resource based view (RBV), on alliance processes among Korean manufacturing high-tech ventures. Results show that TCE and RBV are complimentarily explaining the formation of inter-firm alliances. TCE variables are more related with alliance partner characteristics while RBV is more linked with partner capabilities. Both show positive effects on performance. No significant effect is found on determining an alliance governance structure. While selecting appropriate technological alliance partners show positive effects on performance, no significant effect is found between alliance governance structure and performance. Factors of both theories impacting each alliance stage and analytical explanations of such impacts are discussed.

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The analytic network process for partner selection criteria in strategic alliances

Cited by 138 publications

References 42 publications

A measurement model for managing performance of horizontal business networks and a research case

A measurement model for managing performance of horizontal business networks and a research case

Entry Mode Issues in the Internationalisation of South African Retailing

The Comparative Effects of Transaction Cost Economics and Resource Based View: A Technological Alliance Motivational Perspective

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