Pursuing practicality and autonomy in the Indo-Pacific: the case of ROK-India Special Strategic Partnership

Purpose: This research sought to delve into the influence of strategic public-private partnerships on the success of selected state-owned enterprises in Kenya. The study's specific objectives included examining the effects of supply chain, integration, financial, and marketing partnerships on the achievement of these corporations. Methodology: The study used a descriptive design, focusing on three Kenyan State Corporations and targeting 1,228 managers, with data collected via structured questionnaires. Analysis through SPSS v26.0 involved descriptive and inferential analytics to examine variable relationships. Results: The findings reveal that all the strategic partnerships significantly impact the achievement of State-Owned Corporations (SOCs) in Kenya. Specifically, strategic supply chain partnerships (β = 0.227, p < 0.001), strategic integration partnerships (β = 0.229, p < 0.001), strategic financial partnerships (β = 0.384, p < 0.001), and strategic marketing partnerships (β = 0.32, p < 0.001) each have a positive and statistically significant effect on SOC performance. Conclusion: Strategic partnerships are vital for SOC success, significantly enhancing performance, competitiveness, and growth across supply chain, integration, financial, and marketing domains. Recommendation: SOCs should strengthen strategic partnerships by focusing on joint planning, transparent financial practices, regular evaluations, and staff training to maximize performance and competitive advantage. Keywords: Public-Private Partnerships, State-Owned Corporations, Strategic Partnerships, Operational Efficiency, Kenya

The article is devoted to the problem of strategic partnership in business through theoretical and practical focus. Theoretical and methodological analysis of the essential definition of the concepts of "strategic partnership" and "strategic alliance" in the works of foreign and domestic scientists. The author's definition of the concept of strategic partnership, which, unlike existing ones, is presented as one of the most flexible organizational forms of integration of businesses (enterprises), which is endowed with a number of essential distinguishing features business structures with strategic perspectives and goals. The principles of integration aspirations of business structures, which are based on the multifactorial nature of integration processes, which is reduced to the use of the benefits of integration through interconnectedness, interdependence and mutual benefit, are highlighted. The main goals of the strategic partnership are highlighted, the key ones being: avoidance of sanctions, tax liability, quotas; impact on the nature of competition in the industry; access to new markets through the partner's sales network; reduction of costs and risks of research and development; use of highly qualified research and engineering potential of contractors; maintaining the independence of the organization, etc. The most common types of strategic partnerships are considered, including strategic marketing, strategic supply chain partnerships, strategic integration partnerships, strategic technology partnerships, and strategic financial partnerships. Substantiated advantages (business incentives). The risk factors that must be taken into account before signing the agreement, both organizational and legal, and personal in relation to potential counterparties. The necessity of forming a partnership agreement and the list of basic conditions to be described in the partnership agreement are substantiated. A number of basic rules (principles) have been established, which are the key to an honest and fruitful strategic partnership in business. Expert assessment of practitioners on the decisive role of strategic partnership in effective business activities is given. The direction of further research is outlined, which can be reduced to the study of business cooperation strategies and features of their implementation in domestic enterprises.

Purpose – The purpose of this paper is to develop a theoretical base for buyer-supplier quality outcomes (in the context of a strategic partnership) from the institutional theory of the firm. It examines quality outcomes within a partnership and demonstrates how the partners’ quality outcomes are related. Design/methodology/approach – The paper examines quality outcomes within a strategic supply chain partnership (buyer-supplier) and demonstrates how the partners’ quality performance are related. Correlation analysis is used to examine the research hypothesis. Findings – Utilizing the institutional theory and stakeholder theory of the firm, it is argued that within a strategic partnership, the quality outcomes of the partners are significantly related. By focusing on a strategic alliance within a strategic group in the US airline industry, it is shown that there is a significant relationship among quality outcomes of the partners within the strategic alliance. Research limitations/implications – The analysis was limited to only one strategic partnership. Future research should examine quality outcomes among multiple strategic partnerships in order to validate the findings of this study. Originality/value – The study discusses the importance of strategic alliances and networks of firms as determinants of firm quality performance.

The HRM function is evolving from an administrative function that focuses on legal compliance to a strategic function that requires HR to be a strategic partner in improving business performance. However, there are still organizations that consider HRM merely a cost driver rather than a value-adding function. This study attempts to examine whether HRM is playing its strategic role to enhance competitive advantage in the selected private commercial banks and to assess the contributing factors for HRM to execute its function as a strategic partner. Data was collected by using a selfadministered questionnaire that was designed and distributed to employees of the HR department in the selected private commercial banks. The results of the study confirmed that HR involvement, mindset, competence, and role balance are enablers and contributors for HR to become a strategic partner. Furthermore, the finding indicates that mindset and competence can impact the role of HR as a strategic partner at large. It was further found out that the current status of HRM as a strategic partner is at its moderate level because its enablers do not exist at a higher level. Accordingly, the role of HRM as an administrative expert is still dominantly played as compared with that of a strategic partner, but it is observed that HRM is progressing towards a more strategic function than the administrative function. To realize the full strategic partnership of HRM therefore, HRM work units of private banks are recommended to exert more effort to continue with the current progress in shifting HRM function from routine administrative function towards strategic function by capitalizing on the enablers of HR strategic business partners such as mindset, competence, HR involvement, and role balance.

The article considers the role of strategic partnerships in the practice of integration interactions of industrial enterprises in the modern economic environment. The authors highlight the distinctive features of strategic partnerships from other forms of business integration. The paper ascertains that for industrial enterprises, strategic partnerships based on the mechanism of subcontracting are most applicable. The study develops a model of strategic partnership based on subcontracting. The article gives practical examples of creating strategic partnerships. The paper analyses the level of development of strategic partnerships in industry, as well as studies the infrastructure that provides this process. The authors focus on the problems that hinder the activation of the processes of creating strategic partnerships based on subcontracting in the regions. Based on the results of the article, the authors offer recommendations aimed at the successful implementation of the creation of strategic business partnerships in industry.

摘要 冷戰結束之初，國際政治環境之變化趨勢，為中國與南韓的雙邊往來與互動提供合作之契機。1992年中韓建交之後，雙方往來越趨頻繁，關係也越來越緊密。2008年雙方建立了「中韓戰略合作伙伴關係」，也象徵著雙方的關係發展進入了下一個階段。 本文主要是探討從2008年到2014年，中韓兩國建立「中韓戰略合作伙伴關係」的發展過程以及在此合作框架之下，雙方在政治、經濟、軍事以及文化上的合作，最後並探討「中韓戰略合作伙伴關係」的限制，以及「中韓戰略合作伙伴關係」對其他國家所造成的影響。 最後在研究結論中發現，中韓兩國對於所能獲得的合作效益，在看法上面有所差異。此外，兩國在合作處理低階政治的議題方面，較能發揮成效。 關鍵字：戰略伙伴、中韓關係、北韓核武危機、美韓同盟、睦鄰外交

On February 1, 2021, the military junta launched a coup against Myanmar's civilian government. According to circulating reports, the coup occurred due to the military's dissatisfaction with the performance of the civilian government, especially regarding alleged fraud in Myanmar's 2020 elections. In response to this conflict, the purpose of this study is for the international community to convey a negative attitude by imposing sanctions and embargoes—one of which is the arms embargo issued by the UN General Assembly in 2021. The methodology used in this study is a case study approach. The data used in this study are secondary data in various forms, including official documents (such as government reports, agreements, and NGO analysis), media reports (news articles and opinion pieces), and academic literature (research articles, books, and theses on state identity). Facing this negative response, Myanmar is looking for new 'strategic partners' to ensure the sustainability of various vital sectors, especially the military sector. The data shows that, after the 2021 coup, Myanmar has continued to develop cooperative relations with Russia, especially in terms of arms procurement. This phenomenon raises the following research question: How did the 2021 military coup affect Myanmar’s decision to make Russia its strategic military partner? Using Wendt’s concept of state identity, the novelty of this study analyzes the impact of various factors—such as image, international norms and culture, and domestic politics—on the formation of Myanmar’s state identity, and how this newly formed identity affects Myanmar’s interests and foreign policies.

This essay seeks to determine the nature of the strategic energy partnership between the Russian Federation and the People's Republic of China, focusing on oil and gas.In particular, it will attempt to answer the question of whether there is a real and valid strategic energy partnership between the two countries.Many joint declarations, statements, and treaties on the strategic partnership have offered evidence of the good relationship between the two countries.These have been reinforced in recent years through cooperation in different fields-economy, military, and energy-underpinned by an apparently common shared vision of the world.As far as the energy partnership is concerned, many advances have been achieved in the oil and gas sectors.This results from a complementary association of both actors that gives priority to market forces, since Russia is a major oil and gas producer and China, because of its growing economy, is a major consumer.However, this strategic energy partnership is limited in scope, and is very fragile for many reasons: the Russian domestic market is growing; Europe is a more attractive partner for Russian energy exports; Russia has fears regarding China's rapid expansion in economic and geopolitical power; China's tendency to engage in active diplomacy in all directions; and the influence of Japan and South Korea on the Asian market.All factors indicate that there is at present an energy partnership between the two countries, but that it seems to be more strategic for Russia than for China.

Introduction. Strategic partnerships in the field of educational services are becoming particularly relevant in the context of globalization, technological and innovative changes, especially in the processes of post-war recovery and the need for adaptive education systems. Modern challenges, such as the rapid development of digitalization, changes in the labor market, and global socio-economic transformations, require educational institutions to adopt new approaches not only to building relationships, interactions, and cooperation but also to establishing strategic partnerships with business structures, as well as state and international institutions. The creation of strategic partnerships between educational and research institutions, business, governmental bodies, and international organizations will facilitate the integration of resources, knowledge, and innovations, which in turn will impact the quality of educational services, their compliance with the demands of modern society, and national security. Goal. Research of Modern Approaches and Evaluation of New Dimensions of Interaction Among Various Participants in Strategic Partnerships in the Field of Educational Services. Methods. Scientific Research Methods: Analyzing literary sources and analytical reports related to the research problem, as well as successful practices of public-private and strategic partnerships in the “science – business – education” nexus, to formulate effective strategies for the participants in such partnerships and adapt them to the Ukrainian context; comparison and generalization for conceptual analysis and structuring of forms and levels of interaction among subjects, from partner search to strategic partnership; a systemic approach that involves developing criteria and methods for evaluating the effectiveness of strategic partnerships in the field of education and aligning the interests and goals of the parties to achieve mutually beneficial outcomes, particularly ensuring advantages for educational/research institutions, the state, and business organizations from the implementation of strategic partnerships. Results. The article analyzes various approaches to interpreting the concepts of “strategic partnership”, “partnership”, “relationships”, “cooperation”, “collaboration”, and “interaction”, which may vary depending on the composition of participants and the field of application. In light of this, a graphical model has been developed to illustrate the evolution of interorganizational relationships from the stage of selecting a potential partner to building partnership relations and subsequently to strategic partnership. It is demonstrated that building relationships is a complex process that does not have a clearly defined time frame, and such relationships may begin with one-time interactions and gradually transform into partnerships, provided there is a favorable experience on both sides. In this context, strategic partnership arises when there is a convergence of strategic interests in specific areas of the partners' relationships, while the dynamism of strategic partnership depends on the available strategic resources of the participants. The establishment of strategic partnerships in the field of education is based on the principles of aligning strategic goals, visions, and achieving mutual benefits in the long term among key participants: educational and research institutions (“Education/Science”), business structures (“Business”), and government institutions (“State”). At the same time, the establishment and strengthening of strategic partnerships among these participants implies the realization of certain strategic benefits, not only financial. Conclusions. The concept of “partnership” has a multidisciplinary nature, with various interpretations that depend on the composition of participants and the field of application. Strategic partnership refers to the establishment of relationships between organizations aimed at achieving common strategic goals through the integration of resources, knowledge, and technologies, which ensures sustainable development and mutual benefits. The interaction and relationships among participants in a strategic partnership constitute a complex and long-term process, underpinned by trust, shared interests, and coordinated actions towards achieving common objectives, which may involve an evolution from one-time contacts to deep, lasting partnerships. The main principles governing strategic partnerships in the field of educational services include mutual benefit, communication, ethics, and integrity in relations between partners, as well as the involvement of new models of collaboration with businesses and government institutions, all of which are essential for the successful development and sustainability of partnerships. Therefore, the implementation of strategic partnerships can have a positive impact on economic development by enhancing the quality of educational services and the competitiveness of the country, especially in the context of post-war recovery, which underscores the importance of a systematic and strategic approach to forming partnership relations in the field of education in accordance with modern demands and challenges. Keywords: relationships, interaction, cooperation, collaboration, partnership, strategic partnership, development, benefits, education sector.

The war in Ukraine is the most significant threat to the peace of the Euro-Atlantic area in decades. After 4 years of Trump’s weakening of transatlantic relations, Biden’s presumed foreign policy doctrine includes their quick renewal, or re-Atlantisation. The article problematises the ‘new’ strategy of containment given Russia’s aggression, the state of transatlantic relations, and the current global order’s configuration, whereby the transatlantic bond is being strengthened and the formation of Biden’s foreign policy doctrine is being followed by a ‘grand-strategic’ shift. Four different models of transatlantic relations (mutual autonomy, strategic autonomy, strategic partnership, situational partnership) are discussed where variables include the approach taken by the USA to transatlantic relations, and the approach of Europe’s EU and NATO members to transatlantic relations are addressed. The main argument is that transatlantic relations during Biden’s mandate have constantly oscillated between a stra-tegic partnership, especially related to common goals of democracy promotion and containment and situ-ational partnership. Situations like the war in Ukraine have simultaneously acted to strengthen the American–European partnership based on the shared security and political interests.Keywords: transatlantic relations, reatlantisation, USA, Europe, Biden doctrine, war in Ukraine, strategic part-nership, situational partnership

The European Union and Brazil in the Quest for the Global Diffusion of Human Rights: Prospects for a Strategic Partnership

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.

PurposePartnering has been at the top of the management agenda in the construction industry for many years as a means of improving performance. Previous research shows that partnering has not reached the desired level of strategic partnering, but stopped at project partnering. The purpose of this paper is to provide an analytical framing for transformation from project partnering towards strategic partnering with suppliers.Design/methodology/approachThe framework is based on two building blocks: a case study of a contractor involved in implementing strategic partnering with four of its suppliers and a literature review dealing with partnering in construction; and models for close and long-term buyer-supplier collaboration in other contexts.FindingsTransformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects.Practical implicationsSucceeding with relationship development and network orientation requires contractors to abandon two significant aspects of established construction logic that serve as significant implementation barriers. Competitive bidding in single projects needs to be replaced by collaboration over series of projects. The decentralisation of authority to the project level needs to be supplemented with increasing centralised decision making.Originality/valuePrevious research showed that despite the considerable interest in partnering there is a lack of systematic theorizing of the phenomenon. This paper contributes to theoretical anchoring through the combining of the case study and the literature review in the abductive approach applied.

This paper explores the following question of key interest to researchers and practitioners concerned with offshore IS outsourcing in developing countries: How are potential offshore partners operating in developing nations to mature to be considered more attractive to suitors? Indeed, for firms located in what Carmel (2003) refers to as Tier Four, or less developed IS producing and exporting nations, an advancement to become a strategic partner challenges conventional wisdom and theoretical expectations. However our work has identified a firm that has become a strategic partner despite being headquartered in a Tier Four country. In exploring this question and examining our exemplar firm, the paper makes three key contributions: First, the contemporary context for offshore outsourcing in a Tier Four nation (Vietnam) is explored, illustrating the nation's advantages as well as key challenges that limit expansion. Second, against this backdrop we offer a case study of a successful strategic partner that has emerged despite being headquartered in a Tier Four nation. A theory‐grounded analysis of the firm, Glass Egg Digital Media, provides a lens for identifying success factors that enable firms in developing nations to emerge as strategic technology outsourcing partners. Finally, we end by exploring how existing models for considering firm attitudes toward offshore outsourcing can be expanded and we highlight potential areas for future research. Our work demonstrates the important interplay of firm, industry, and national factors in enabling a firm operating in a Tier‐Four nation to make the leap to strategic partner.