The Do's and Don'ts of Strategic Alliances

Robert, Michel

doi:10.1108/eb039482

Cited by 11 publications

(9 citation statements)

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“…Additionally, in this article, aspects such as difficulties in IFCBS, such as interorganizational conflicts, cultural dissimilarities and regulatory and quasi government social organizations were not incorporated Teng, 1996, 2003;Kumar and Van Dissel, 1996;Jiang et al, 2008;Ma et al, 2012;Hausler et al, 1994;Robert, 1992). The author accepted these to be very pertinent issues in IFCBS, but these challenges were embedded in the how question of IFCBS elemental questions.…”

Section: Discussionmentioning

confidence: 99%

“…Further, the nature of role play expected from the partnering firm, regarding the complementing role (adding something new that the existing firm did not possess) or the supplementing role (adding something by which the existing firm does not possess) would be critical to evaluate (Simonin, 1997;Varis et al, 2005). It would thus be important to vet the firm (with which to partner with) from the perspective regarding the desirability of the partner (Robert, 1992;Mindruta et al, 2016).…”

Section: Historical Partnership Behaviormentioning

confidence: 99%

“…The second was regarding the firm developing a new product and service through an R&D-based collaboration (Rothaermel and Deeds, 2004;Kotabe and Scott Swan, 1995). This was the nuts and bolts level of cooperation (Robert, 1992;Frankort, 2016). Thus, when new products or services were launched, there was collaboration in two functions, i.e.…”

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confidence: 99%

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Development of an integrated framework regarding inter-firm collaborative business strategies

Bhattacharyya

2020

JSTPM

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Purpose The author, with the help of a conceptual and integrated review of inter-firm collaborative strategies literature, developed an integrated perspective framework regarding inter-firm collaborative business strategies (IFCBS). The purpose of this study is to attain a holistic comprehension regarding IFCBS. Design/methodology/approach The author undertook a conceptual integrated literature review to arrive at the integrated framework on IFCBS. Argumentative and incremental logic was applied to develop the integrated perspective. This is as advocated by scholars (Barney, 2018; Whetten, 1989; Bacharach, 1989; Weick, 1989; Smithey Fulmer, 2012; Cornelissen, 2017, 2019). Findings This work contributed to theory by conceptualizing an integrated perspective framework. The integrated framework regarding inter-firm collaborative strategy was developed based upon the six conceptual elemental questions proposed and discussed in the papers. These were drawn from extant literature developed from the theoretical aspects regarding various aspects of participation between collaborating firms. It was also based upon the dominant and dormant roles played by the partnering firms as well as the objectives of the partnership. The six conceptual elemental questions were as follows: “Why to cooperate?”; “When to cooperate?”; “Which partners to collaborate with?”; “Where to cooperate?”; “How to cooperate?”; and “What are the benefits of collaboration?” Research limitations/implications There was contribution of this conceptual theoretical work in a couple of ways. First, IFCBS have been conceptualized with a reductionist point of view into six conceptual elemental blocks. These acted as antecedent, mediating and dependent factors. Second, an integrated framework on IFCBS was developed. Practical implications This work would help strategy managers to secure a holistic understanding regarding planning and execution of inter-firm collaborative strategies. The conceptual elements indicated in the study would help managers assess the factors regarding which managers should focus on with priority. Further, the factors that might hinder post-collaboration success have also been conceptualized in this work for easy comprehension of the managers. The framework proposed would help managers to comprehend regarding what type of inter-firm collaborative strategy their firm should embark upon so that there would be maximum post-collaboration success. The type of inter-firm collaborative strategies to be followed would be dependent upon the dominance or dormancy of the collaborating partners regarding the conceptual elements as well as the goals to be attained and secured from the inter-firm collaborative strategies. Originality/value This is one of the first theoretical works toward establishment of an integrated perspective framework on IFCBS involving antecedent, mediating and dependent factors.

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Section: Discussionmentioning

confidence: 99%

Section: Historical Partnership Behaviormentioning

confidence: 99%

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Development of an integrated framework regarding inter-firm collaborative business strategies

Bhattacharyya

2020

JSTPM

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“…Others, such as Robert [19], also emphasise that many strategic alliances are likely to fail because they are formed for the wrong reason, such as to correct a weakness. Peters [17] also cautions against the return of dysfunctional bureaucracies through badly managed alliances.…”

Section: Power Plays In Global Industriesexamples From the Australianmentioning

confidence: 96%

Technology transfer: technocultures, power and communication - the Australian experience

Irwin

1995

Journal of Information Science

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Given the significance of globalised technology for innovation in contemporary and future organisations in the AsiaPacific region, the role of technology transfer is a central variable in current organisational capital. This is critical for Australia, as it has the potential to become much more internationally competitive in high technology industries, particularly those of aerospace, information technology and communications. While there is some political and economic analysis of this phenomenon, little attention has been paid to it by communication and management scholars. This seems surprising given that international technology transfer involves not only the traditional problems of communicating between technocultures (that is, between scientists/engineers and business managers) but also those of intercultural communication (communication between people with different national/cultural identities).The present paper focuses on issues of communication and power in the organisation dimensions of international technology transfer. Theoretical discussion is supplemented by analysis of international technology transfer activities involving Australian participation in the aerospace and telecommunications industries.

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“…"Strategic Alliances: Collaborate or Evaporate," Journal of Financial Planning, 14(3), 72-80. Niewijk, Robert;Songhurst, Charles and Todd, Paul (2003).…”

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confidence: 99%

Strategic Alliances

Manjunatha¹

2007

Vikalpa: The Journal for Decision Makers

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The Do's and Don'ts of Strategic Alliances

Cited by 11 publications

References 0 publications

Development of an integrated framework regarding inter-firm collaborative business strategies

Development of an integrated framework regarding inter-firm collaborative business strategies

Technology transfer: technocultures, power and communication - the Australian experience

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