The effect of alliance experience and intellectual capital on the value creation of international strategic alliances

Chang, Shao Chi; Chen, Sheng Syan; Lai, Jung Ho

doi:10.1016/j.omega.2006.06.010

Cited by 93 publications

(63 citation statements)

References 113 publications

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“…Alliances can be shaped by informal handshake agreements as well as formal contracts (Geyskens, Steenkamp, & Kumar, 2006;Kale & Puranam, 2013). Alliances are ultimately based on each participant's self-interest (Chang, Chen, & Lai, 2008) but can become a breeding ground for potential 'win-win' business opportunities (Taplin, 2006).…”

Section: Alliance Performance Management: Conceptual Framingmentioning

confidence: 99%

“…Less attention has been paid to the value generation and appropriation process in alliances. In order to ensure the alliance's legitimacy, alliance managers need to secure the support of all relevant stakeholders such as shareholders and investors, employees, customers, suppliers (including the alliance partners), competitors, and public organizations (Chang et al, 2008;Hillman & Keim, 2001). The success of the alliance depends on the ability to take into account the underlying economic and social interests of stakeholders.…”

Section: Value Of Alliancesmentioning

confidence: 99%

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Towards Alliance Performance Management in Service Logistics

Keers

Fenema

2015

JOD

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This study explores the management of stakeholder values for alliance success. A multiple-case study method is used to analyze -within six organizations attempting to form alliances -how the management of inter-organizational dimensions of stakeholder value adds to the success of an alliance business strategy. Our study focuses on the establishment of vertical service alliances within the Dutch maritime sector, including private-private as well as public-private initiatives. The findings point toward the usefulness of developing an inter-organizational success map. Because of its comprehensive multi-stakeholder orientation, a success map can be used by alliance managers to understand management's considerations, including the trade-offs among an alliance's various performance drivers. This new conceptual thinking can enhance research and best practices on inter-organizational design.

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Section: Alliance Performance Management: Conceptual Framingmentioning

confidence: 99%

Section: Value Of Alliancesmentioning

confidence: 99%

Towards Alliance Performance Management in Service Logistics

Keers

Fenema

2015

JOD

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“…al. describe IC as the knowledge-related intangible assets embedded in an organization [9]. It is widely accepted that IC is a crucial factor for organizational success [10].…”

Section: Introductionmentioning

confidence: 99%

Intellectual Capital and Predefined Headings in Swedish Health Care Sector

Terner

Halilovic

2017

MATEC Web Conf.

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Abstract. The heavily decentralized Swedish health care sector is facing massive challenges, e.g. to even out differences in health care performance. Intellectual Capital can partly be used to explain these differences. In the research field it is difficult to find contributions regarding the study of intellectual capital management in the health care sector and there is also a lack of studies on semantic interoperability. It is semantic interoperability which allows the right information to be available to the right people at the right time across products and organizations. Structured and standardized headings can be a tool to enable semantic interoperability. The aim of this article is to argue for predefined headings as intellectual capital and as base for a national shared and standardized terminology in the health care sector. The study shows that there is a lack of national management of predefined headings deployed in both electronic health records and national quality registries. This lack causes multiple documentation which is time-consuming, impacts health professionals' workloads, data quality and partly the performance of health care. We argue that predefined headings can be a base for semantic interoperability and that there is a need for the management of predefined headings on a national level.

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“…Alliances can be shaped by informal handshake agreements as well as formal contracts (Geyskens et al, 2006;Kale and Puranam, 2013). Ultimately, they seem to be based on a self-interested orientation of organizations (Chang et al, 2008), but can become an innovative breeding ground for leveraging on new, win-win, business opportunities (Taplin, 2006).…”

Section: Alliances: Definition and Scopementioning

confidence: 99%

“…Less attention has been paid to the value generation and appropriation process. In order to ensure alliance legitimacy, corporate decision makers -alliance managers -need to secure the support of all relevant stakeholders such as shareholders and investors, employees, customers, suppliers (including the alliance partner), competitors and public organizations (Chang et al, 2008;Hillman and Keim, 2001). The success of the alliance depends on the ability to take into account the underlying economic and social purposes of stakeholders.…”

Section: Value Of Alliancesmentioning

confidence: 99%

Alliance strategy: context, process, and requirements

Keers

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The effect of alliance experience and intellectual capital on the value creation of international strategic alliances

Cited by 93 publications

References 113 publications

Towards Alliance Performance Management in Service Logistics

Towards Alliance Performance Management in Service Logistics

Intellectual Capital and Predefined Headings in Swedish Health Care Sector

Alliance strategy: context, process, and requirements

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