Historical allegiances or strategic alliances? Analyzing interest group-party interactions in the run-up to elections

PurposeThe purpose of this paper is to discuss corporate co‐branding value and create the model of evaluating co‐branding value. The connotation of the model is to consider the compatibility of strategic partners such as strategic alliance compatibility and brand alliance compatibility; in addition, this research can estimate the corporate co‐branding value through this model to evaluate and discuss the effect of co‐branding effect for the future.Design/methodology/approachIn the past, few researchers investigated the measurement of corporate co‐branding value in the marketing sector. The measurement of intangible assets, on the other hand, is well established in accounting finance. However, the concepts and methods of accounting finance cannot easily be applied to other areas. This paper provides a straightforward concept that uses a heuristic model to combine the notion of co‐branding synergy. According to the literature, the combination of strategic and brand alliances can affect the concept of co‐branding value. This research revises the concept of compatibility from Park and Lawson by replacing the concept of product attribute similarity with the ratio of sales growth, and the brand concept consistency with the ratio of market share after brand alliance.FindingsThis study verifies the proposed model synthetically with a real case (Sony‐Ericsson). Conversely, this research anticipates analyzing the model in different perspectives and observing the variation of different combinations to obtain potential managerial implications for corporate managers. This research concludes: brand alliance compatibility has limited effect on corporate co‐branding value; strategic alliance compatibility is the major power to drive the direction of corporate co‐branding value; and the trend of co‐branding value is the important indicator for business managers.Research limitations/implicationsInsufficient information may generate incorrect or unclear trends if the year of co‐branding is too short. This is also a major limitation of the authors' research. Thus, more real‐world cases can be conducted (such as Miller and Coors) in the future to elaborate upon the model.Practical implicationsThe proposed model helps enterprises estimate their current co‐branding value using existing financial statements and market share data and identify the degree of alliance influence to their revise brand strategies. The estimated co‐branding values in this study can help managers identify their market position and execute existing co‐brand strategies. Managers can utilize this information to revise their management direction or strategies. Based on these arguments, this research enhances existing co‐branding knowledge and offers significant contributions by presenting more real cases (e.g. Miller and Coors) in the future. In other words, this work is both an avenue and a blueprint for future co‐branding research.Originality/valueThe paper devises a novel concept for estimating corporate co‐branding value based on the synergies between strategic and brand alliances. To illustrate the proposed model, this study analyzes the Sony Ericsson example since it has survived for several years. Analytical results reveal that strategic alliance and brand alliance variations have significant influences on co‐branding value changes. Results also reveal that strategic alliances have a greater effect on co‐branding value than brand alliances, which indicates that a good alliance strategy may generate a superior co‐branding effect.

The precursors, processes, and outcomes associated with strategic alliances are shaped in important ways by the background of the decision-makers involved in alliance formation. Building on the theory of planned behavior and employing a multi-industry sample, the research reported investigates the relationship between a manager's attitudes, subjective norms and perceived behavioral control and intention to enter into strategic alliances, and the moderating effect of the manager's prior strategic alliance experience. The hypotheses are tested in the context of strategic marketing alliances. We discuss managerial isomorphism as a competing explanation for the study findings.

Purpose – This paper aims to investigate the relationship among alliance motivation (AM), execution of cooperation (EC) and alliance performance of strategic alliance for commercializing technology and developing products. Design/methodology/approach – The measurements were constructed and tested empirically through a survey of 320 strategic alliances in the food processing industry in Thailand. Confirmatory factor analysis and structural equation modelling were applied to refine scales for measuring AM, execution and cooperation performance. Findings – This research found that firms adopted social interaction with alliance partners in order to establish mutual expectations about technology characteristics, access opportunity and organisational management styles, factors that are shown to have positive influences on both commercial and partnership performance. Findings also confirm a significant positive impact of technology characteristics, access opportunity, market potential and financial benefit on the adoption of a formal partnership agreement, but a significant impact only on commercial performance. Research limitations/implications – Further research should use random samples in different industries in other emerging economies, and other data analysis methods to assess decision-making in strategic technology alliances that may include different types of partnerships. Practical implications – The findings are also useful for managers who leverage operations with external resources obtained through strategic alliances parameters both in the process of managing relationships and achieving results. Originality/value – This article contributes to extant literature by developing a practical measurement system of AM, actual EC and resulting performance in an emerging economy country. It also contributes to clarify the decision-making of firms that form strategic alliances for commercializing technology and developing products to facilitate more quality management research in other industries and countries.

The research aims to measure the reliability of applying the three-stage model to strategic alliances and to propose relationship antecedents that may impact on the outcome of strategic alliances. Four relationship outcomes were used to measure strategic alliances and were adopted from the seminal work by Grunig and Huang (2000): 'Trust' relates to the reliability and integrity of relationship partners; 'Commitment' results from relationship partners’ effort to maintain the organisational relationship; 'Satisfaction' encompasses both affection and emotion and is conceptualised as a response to the reinforcement of positive expectations and 'Control mutuality' refers to the equality of power and decision-making practices that take place within an organisational relationship. An electronic survey from a sampling population of 2,500 members of The Institute for Procurement and Supply, South Africa (IPSA), materialised in only 154 workable questionnaires (n = 154). This study investigates the impact on the outcome of the types of strategic alliance, the industry, the size of the partnering organisations and the duration thereof. Results indicated that the antecedents did not have a significant influence on the outcomes of strategic alliances. This introduces directions for future research into whether and which antecedents impact on the outcome of organisational relationships. Key words: Strategic alliances, relationship outcomes, trust, commitment, satisfaction, control mutuality.

This study explores the dynamics of international strategic learning alliances through the lens of game theory, incorporating complexity and cooperative game theories to develop a model of organizational evolution. Using simulations and network resources, we examine 1200 cases to assess the costs and benefits of inter-organizational cooperation, with a focus on mutual payoffs and strategic decision-making. Our research addresses key gaps in the literature by analyzing how game-theoretic structures impact the success of alliances, providing actionable insights for firms aiming to enhance strategic partnerships. The findings offer valuable guidance for international partners involved in learning alliances, emphasizing the importance of aligning institutional responses with perceived risks and opportunities. By identifying the motivations and success factors behind strategic alliances, organizations can better formulate optimal strategies for collaboration. This paper contributes to the discourse on inter-firm cooperation by highlighting the complexities of strategic learning alliances and offering new perspectives for future research.

This paper examined strategic technology alliance among telecommunications service providers in Nigeria and the benefits accrued to service providers and subscribers from the alliances. This was with a view to providing appropriate recommendation to improving the services rendered to subscribers. Primary data were collected from four GSM network operators, two CDMA network operators and three telecommunications service vendors in Nigeria. Findings revealed the existence of strategic technology alliances such as licensing, joint venture, turnkey, venture capital, franchising, merger and acquisition. Benefits derived from the strategic alliances in decreasing order were improved network coverage, decrease in call drops, decrease in signal down time and decrease in tariff of data and voice services. Furthermore, the allies enjoyed increased turnover when they engaged in strategic technology alliance. The study concluded that a well–structured strategic technology alliance relationship among telecommunications firms can bring about better services for sustainable development in the country.

This study examines the influence of strategic supplier alliances on the performance of manufacturing firms. Kannan and Tah (2004) and Sambasivan and Yen (2010) in their studies pointed out the impact of the strategic supplier alliance on firm performance, showing that there exists a gap in determining how multidimensional indicators of strategic supplier alliance influence firm performance, hence the need for the current study. The study utilized a cross-sectional survey design, which is an appropriate method to determine if there is a significant relationship among the study variables. The study targeted manufacturing firms, which were 518 in number, whereby only 457 were well-filled, resulting in a response rate of 88.2 percent. The study findings indicate that 30.4 percent (at the variable level) and 49.5 percent (at the indicator level) of the differences in firm performance are influenced by strategic alliances with suppliers. The study results enhance the knowledge of strategic supplier alliances and their impact on firm performance.

The Taiwan government implemented the National Health Insurance (NHI) program in 1995 to provide comprehensive and uniform health services to the entire population. The ensuing phenomenon from the implementation of the NHI program is the furious competition in the health care market that has become matured. To survive, hospitals need to enhance efficiency and provide high quality of care to the patients. Often, hospitals cope with external environmental changes through the choice and application of appropriate strategies. Forming strategic alliances is an increasingly adopted strategy by hospitals. The primary goals of this analysis were to explore the current state of strategic hospital alliances in Taiwan, and analyze the impacts of forming strategic alliances on hospitals' performances. The study population included all 127 district teaching hospitals and above in Taiwan. Structured questionnaires were mailed to the high-level management of those hospitals. In the end, 75 questionnaires were returned, representing a 59.1% response rate. After deleting the invalid questionnaires due to the facts that the respondents were not the aforementioned high-level management of hospitals or they did not identify their job titles, and some responding hospitals had not had the strategic alliance experience, the remaining sample hospitals to be further analyzed were 56. Among the findings were that respondents rated the highest average score at ”improvement of hospital's image and reputation” amongst all questionnaire items measuring the impacts of strategic hospital alliances on performances, while ”decrease of the average length of stay” got the lowest average score. In addition, results suggested that hospital ownership and degree of competition of local healthcare market exerted significant influences on performance evaluation of strategic hospital alliances.

PurposeWith increasing research focus paid to dynamic capabilities, there is an increased need to explore how dynamic capabilities can help business firms to realize corporate responsibility with stakeholders for achieving sustainable competitive advantage. The purpose of this paper is to explore the mediation effect of strategic alliance with stakeholders on the relationship between dynamic capabilities and sustainable competitive advantage in China, an emerging market, to give suggestions on how to manage corporate responsibility to address a rapidly changing environment.Design/methodology/approachThe paper tested its hypotheses on a sample in the context of China. Specifically, 700 questionnaires were sent out; 300 were collected, of which 227 were usable. The partial least squares (PLS) structural equation modeling approach was used to analyze the data and test the hypotheses.FindingsThe paper has incorporated dynamic capabilities view and corporate responsibility perspective to explain the effects of strategic alliance with different stakeholders to sustainability in emerging markets. The empirical results show that opportunity‐sensing capability, reconfiguration capability and technological flexibility capability have significant impacts on sustainable competitive advantage. Additionally, the finding indicates that the effect of opportunity‐sensing capability on sustainable competitive advantage is fully mediated by strategic alliance with stakeholders. Moreover, the result indicates that the influence of reconfiguration capability on sustainable competitive advantage is partially mediated by strategic alliance with stakeholders. The result indicates that the influence of technological flexibility capability on sustainable competitive advantage is partially mediated by strategic alliance with stakeholders too.Originality/valueCombining theory and evidence from the study, an empirical verification of the links between dynamic capabilities and sustainable competitive advantage in the context of China's emerging economy was conducted. This theme has not yet been studied in the current literature in corporate responsibility. The research suggests that business firms can employ dynamic capabilities to achieve sustainable competitive advantage by means of strategic alliance to meet corporate responsibility to address hyper‐competitive environments.

The purpose of this research is to examine the ways Malaysian companies deal with strategic alliance and to identify the relationships between the resources and type of strategic alliance (strategic partners). Besides that, the objective of this research is to look into the influence of the resources, type of strategic alliance, coopetition of alliance member and key success factors onto the alliance performance. Indeed, the construction of this research depends on the exploration of these relationships, which induce the objectives of this research. The resource-based theory is applied to find out what are the phenomena of strategic alliance in the last five years. The coopetition relationship may affect the performance of alliance. How should companies assess the right type of alliance before partnering with others? What should be the factors leading to the success of alliance? From the empirical findings, many conclusions can be made. Firstly, there is a weak relationship between type of strategic alliances (strategic partners) and core resources. Secondly, the type of alliance has weak significance to alliance performance. Thirdly, there is no evidence to support the relationships between alliance performance and the type of coopetition. Next, the relationship between alliance performance and the key success factors is not supported. Besides that, the type of alliance has weak influence in the alliance performance while the relationship is controlled by coopetition. In addition, the weak effect of the relationships of alliance performance and type of alliance is controlled by the key success factors. How to Cite this Article Pubmed Style Mohd Shukri Ab Yajid. Resources and Strategic Alliance: Investigating the Alliances Performance in SRP. 2020; 11(1): 972-981. doi:10.5530/srp.2020.1.124 Web Style Mohd Shukri Ab Yajid. Resources and Strategic Alliance: Investigating the Alliances Performance in http://www.sysrevpharm.org/?mno=128590 [Access: March 28, 2021]. doi:10.5530/srp.2020.1.124 AMA (American Medical Association) Style Mohd Shukri Ab Yajid. Resources and Strategic Alliance: Investigating the Alliances Performance in SRP. 2020; 11(1): 972-981. doi:10.5530/srp.2020.1.124 Vancouver/ICMJE Style Mohd Shukri Ab Yajid. Resources and Strategic Alliance: Investigating the Alliances Performance in SRP. (2020), [cited March 28, 2021]; 11(1): 972-981. doi:10.5530/srp.2020.1.124 Harvard Style Mohd Shukri Ab Yajid (2020) Resources and Strategic Alliance: Investigating the Alliances Performance in SRP, 11 (1), 972-981. doi:10.5530/srp.2020.1.124 Turabian Style Mohd Shukri Ab Yajid. 2020. Resources and Strategic Alliance: Investigating the Alliances Performance in Systematic Reviews in Pharmacy, 11 (1), 972-981. doi:10.5530/srp.2020.1.124 Chicago Style Mohd Shukri Ab Yajid. Core Resources and Strategic Alliance: Investigating the Alliances Performance in Malaysia. Systematic Reviews in Pharmacy 11 (2020), 972-981. doi:10.5530/srp.2020.1.124 MLA (The Modern Language Association) Style Mohd Shukri Ab Yajid. Core Resources and Strategic Alliance: Investigating the Alliances Performance in Malaysia. Systematic Reviews in Pharmacy 11.1 (2020), 972-981. Print. doi:10.5530/srp.2020.1.124 APA (American Psychological Association) Style Mohd Shukri Ab Yajid (2020) Resources and Strategic Alliance: Investigating the Alliances Performance in Systematic Reviews in Pharmacy, 11 (1), 972-981. doi:10.5530/srp.2020.1.124

The management revue is a peer-reviewed interdisciplinary European journal publishing both qualitative and quantitative work as well as purely theoretical papers that advance the study of management, organisation and industrial relations.

Tax Knowledge Diffusion via Strategic Alliances

<p class="MsoFootnoteText" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-family: Times New Roman; font-size: x-small;">Strategic Alliances are an important component of an effective Total Quality Management program (TQM) and of business growth.<span style="mso-spacerun: yes;">  </span>The Food and Beverage industry was studied as part of a long-term longitudinal research program, covering diverse industries, to determine the extent of penetration and effectiveness of strategic alliances and TQM. The results indicated that 62% of respondents participate in strategic alliances and 82% practice TQM. Over 74% of firms that did participate reported achieving or exceeded alliance goals and, significantly, 73% experienced increased business revenue. Approximately 11.84% of participants reported that costs exceeded expectations while 15.13% enjoyed lower costs. Some methods to enhance strategic alliance effectiveness are discussed.</span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;"> </span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">Total Quality Management (TQM) is a philosophy that includes the idea that to achieve the highest level of quality one must extend the quality system and program as far back in the Supply Chain as possible, i.e., to the supplier(s), the supplier’s supplier and beyond if applicable (first, second, third, etc., tier suppliers), and as far forward as possible, i.e., to customers<sup>1</sup>.<span style="mso-spacerun: yes;">  </span>TQM also embraces the following five concepts namely; continuous improvement<span style="mso-spacerun: yes;">  </span>(a never ending search for perfection), bench-marking (learning from the “best-of-the best or “best-in-class”), use of empowered employee teams<sup>6</sup>, just-in-time practices (JIT) (use of strategic alliances and few suppliers<sup>2</sup>), and knowledge of tools (at least 51 tools including Statistical Quality Control<sup>3</sup>).</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;"> </span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">JIT practices include the use of strategic alliances; which may be with first, second and third tier suppliers and/or with customers; to achieve competitive advantages as well as to improve quality throughout the business system of an enterprise.<sup>2</sup><span style="mso-spacerun: yes;">   </span>A Strategic Alliance is a formal agreement to supply a good(s) or services(s) and to jointly expand knowledge, develop applications and commercialize new products, with the rights of co-ownership, and commercial exploitation of the inventions within the boundaries of the Alliance particulars. Alliance partners work together to serve the ultimate consumer by doing together what each partner could not do alone. The Strategic Alliance agreement includes Supply, Technology, Intellectual Property, Legal and Termination/Disengagement sub-agreements and, generally, has a term of at least 3 years but not usually more than 5 years. The objective of a Strategic Alliance is to achieve competitive advantage for each partner through productivity and quality improvements and significant innovation.<sup>2</sup></span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;"> </span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">This research was undertaken to determine the penetration of TQM and strategic alliances in the Food and Beverage industry.<span style="mso-spacerun: yes;">  </span>The intent is to re-study this industry in about 4 to 5 years to understand the evolution of TQM and strategic alliances from the baseline reported herein. The authors comprise the Strategic Alliance Research Group that expects to study a broad array of US industries on these subjects.<sup>5</sup> The reader is referred to the authors’ Web site at www.tsarg.com for the organization’s vision, mission, objectives and recent research.</span></span></p>

Promoting immunization equity in Latin America and the Caribbean: Case studies, lessons learned, and their implication for COVID-19 vaccine equity

New technology based firm (NTBF) survival and growth are connected with strategic partnering alliances and open innovation within technology clusters. Strategic partnerships in the biotechnology industry allow new technology based firms to gain a foothold in this high-cost, high-risk industry. In this article, we examine the impact of strategic partnerships and open innovation on the success of new biotechnology firms in Belgium by developing multiple case studies of firms in regional biotechnology clusters. A longitudinal follow up of the Belgian biotech startup ecosystem is presented. We find that, despite their small size and relative immaturity, new biotechnology firms are able to adopt innovative business models by providing R&D and services to larger firms and openly cooperating with them through open innovation. This is a theory-driven paper with suggested theoretical model and case study research design. Although the literature on strategic partnerships is well developed, the majority of studies focus on large, established firms. There is absence of studies that look at strategic partnerships – and specifically the role of open innovation – in the development of small and innovative biotechnology firms. This article addresses this gap in the literature with a focus on new firms in the biotechnology cluster in Belgium, where there is a growing trend towards technological and market-driven relationships between large and small biotechnology firms. Our conclusion is that the future of new biotechnology firms in Belgium lies in the effective establishment of strategic partnering alliances. In future research, the impacts of open innovation and novel business models warrant further attention.