STRATEGIC ALLIANCES – THEIR DEFINITION AND FORMATION

Remigijus Kinderis,Giedrius Jucevičius

doi:10.17770/lner2013vol1.5.1155

Remigijus Kinderis, Giedrius Jucevičius

Open Access

https://doi.org/10.17770/lner2013vol1.5.1155

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Abstract

The article presents analysis of the definition of strategic alliances, the analysis of alliance and the research of a strategic alliance concept; furthermore, it focuses on the contingent hierarchy of alliances. The motives of strategic alliances formation, their categories, groups and benefit for business have been revealed in this article. Special attention is paid to the process of strategic alliance formation and the analysis of factors that influence the formation of strategic alliances and management success. Finally, the types of strategic alliances analyzed in the scientific literature are reflected and the theoretical insights of alliance formation, acquired through systemic analysis, are also presented in this study.

Highlights

Relevance of the Research and the Scientific Problem
The aspects of research on the strategic alliances are the following: agreement and exchange relations; commencement of cooperation, partnership and competitive advantage; creation of a business model; partnership that conduce to achieving the strategic goals; cooperation developing competences; partnership based on trust and risk management etc
The research problem might be expressed through theoretical questions: what is a strategic alliance and what aspects are important while analyzing it in a scientific context?; what stimulates the formation of strategic alliances?; what factors influence the success of formation and existence of strategic alliances?; what types of strategic alliance could be distinguished? The Research Object: strategic alliances

Summary

Introduction

Relevance of the Research and the Scientific Problem. Business environment influenced by current globalization and economical difficulties make enterprises form alliances. These motives are related to strategic intentions (usage of inner and outer resources, management of situation), necessity (compliance with standards, mutuality etc.) and opportunity (employees’ social networks in enterprise) Soares (2007) distinguishes four basic potential benefits provided by strategic alliances for international business: support to entering into market, risk sharing, exchange of knowledge and experience, synergy and competitiveness.

Results

Conclusion