Effective Strategic Partnership Research Articles

ОЦЕНКА ВОЗДЕЙСТВИЯ РАЗВИТИЯ КРЕАТИВНЫХ ИНДУСТРИЙ НА КУЛЬТУРНОЕ НАСЛЕДИЕ И ТУРИЗМ

This article is devoted to the analysis of the impact of the development of creative industries on the spheres of cultural heritage and tourism. The key concepts of creative industries, their role in the preservation and popularization of objects of cultural and historical significance, as well as their contribution to increasing the tourist attractiveness of regions are examined. It is noted that creative industries play an important role in the processes of revitalization, reconstruction and creation of new uses for cultural monuments. In addition, the development of creative industries contributes to the formation of unique cultural experiences that increase tourist interest in specific destinations. It is concluded that there are close relationships between the creative economy, heritage and tourism. Effective strategic partnership in this area opens up new opportunities for the integrated development of territories.

Encouraging corporate sustainability through effective strategic partnerships

AbstractThere is a substantial body of theoretical evidence and a wide variety of recommendations from multilateral agencies on the importance of develop partnerships to achieve sustainability but not all partnerships could be equally effective. The purpose of this study is to establish which characteristics of partnerships could be related to greater improvements in firms' sustainability. To achieve this goal, we based on the resource‐based view, to emphasize the importance of expanding firm resources and capabilities through strategic partnerships. The longitudinal panel data used includes information from sustainability reports published by Spanish listed firms between 2016 and 2019. We find evidence that greater diversity referring to social sectors involved and longer duration partnerships improve sustainability measures, but only in responsive firms (environmentally pollutants). By contrast, in nonresponsive firms, diversity and longer‐tenure partnerships implied less improvement. Finally, we analyze the implications of these results to build effective partnerships and encourage sustainability.

Drive corporate sustainability through effective strategic partnerships

Despite the potential of strategic partnerships as an indispensable driver to achieve improvements in corporate sustainability, the characteristics that can improve their effectiveness in achieving this objective have been little studied. The purpose of this study is to establish which characteristics of partnerships could be related to greater improvements in corporate sustainability. To achieve this goal, we analyzed the sustainability reports published by Spanish listed firms. In particular, the characteristics included in the analysis were partnership aligned with the firm's core business, time frame of the partnership, and diversity of the social actors involved in the partnership. There was evidence that the diversity of the social actors involved in the partnership and partnership with a longer time frame improve corporate sustainability measures, but only in sectors that were considered responsive. By contrast, in non-responsive sectors, the diversity of actors and longer-tenure partnerships implied less improvement.

Psychological aspects of effective strategic partnership management

Strategic partnerships that were formed since the end of the last century, as effective business elements of integration of the economic world, are now the most promising form of business development. They allow us to overcome the negative aspects of forced growth and consolidation, leave partners room to choose the best solutions, focus on the future, and increase the stability of partner companies in providing resources and distributing products and services. Today, such partnerships have become an important tool of competition, opening up opportunities to enter new markets. According to the structure, a strategic partnership can combine numerous organizational forms, including joint ventures, license agreements, long-term contracts for the supply and purchase of products, j oint research and development programs, and mutual provision of implementation networks. Strategic partnership management is a very complex, specific activity and area of corporate management in which it is extremely important to maintain a balance between the interests of the alliance as a whole, the interests of the company and the interests of the partner company, taking into account the interests of shareholders, strategic investors and other interested parties. Specific examples of strategic alliances, the dynamics of their development, and the reasons for their success or failure have been considered in the article. It has been demonstrated that a serious obstacle to effective corporate cooperation has mainly psychological than economic reasons. The concept of the psychological syndrome of strategic partnership has been proposed, its content and structure, including individual, organizational and cultural components, have been revealed. The ways to overcome this syndrome, including the creation and training of a strategic partnership team, have been briefly outlined. For a detailed description and evaluation of the effectiveness of the proposed psychotechnology of organizational development, a separate article will be required, which we plan to present in one of the next issues.

Zakat Institutions and Universities Strategic Partnership for Poverty Alleviation

Despite the global efforts to eradicate poverty around the world, avoid exists in the literature examining the role of effective strategic partnership between universities and Zakat institutions as a core social protection provider in the Muslim world. This paper contributes to the literature in this area by assessing the prevailing patterns of collaboration between Zakat organizations and universities. The main objective is two folds; first, by appraising their potentialities, it establishes common interests that focus on shared goals and objectives; ethics and values; and networks and processes. The second, is to propose strategic partnership framework. The proposed strategic partnership framework will increase penetration and outreach by bridging knowledge gap, better targeted social protection components and improving communication and networks. The adoption of the framework will change how these institutions approach their goals and respond to community pressures providing variety of differentiated products and services to reduce poverty.

Partnership strength and diversity with suppliers

PurposeThe purpose of this study is to better understand the effects of independent restaurant partnerships upon product innovation associated with performance by investigating differences in business situations between startup and established independent restaurant sectors.Design/methodology/approachPartnership strength and diversity were assessed to identify their influence on restaurant product innovation and performance using a structural equation model to test the study’s hypotheses. A multi-group analysis was used to examine the moderating roles of business life cycle on the relationships between partnership strength and diversity and product innovation.FindingsResults found that product innovation implementation requires strong and diverse partnerships with suppliers to improve independent restaurant performance. Diverse partnerships have a more positive effect upon product innovation than do strong partnerships. The positive effect partnership strength with suppliers had upon product innovation was significantly greater for startup restaurants, while its positive effect of diversity was greater for established restaurants.Practical implicationsFindings can be used to establish effective strategic partnerships with independent restaurant suppliers and to manage them more effectively in consideration of their business characteristics being startup or established operations.Originality/valueThis study was an initial attempt to empirically prove significant roles of partnership strength and diversity applied to the context of independent restaurant product innovation. Findings regarding different effects of partnership strength and diversity contributed to the existing body of knowledge about strategic partnerships with suppliers.

Development of the tourism cluster

Development of cluster structures is a priority for the knowledge and information economy development and an important prerequisite for effective strategic partnership of logistically and geographically related entities of the economic system. The practice of tourism business shows that it is in the conditions of the development of enterprises cluster systems that will be able to form unique competencies, optimally use the resource potential and strategic opportunities, and obtain synergistic and multiplicative economic benefits. Given the situation, tourism clusters development is considered one of the most promising formats of strategic partnership and predetermines the theoretical field of modern scientific research. The need for a constructive rethinking of the mechanisms of economic actors’ convergence based on cauterization; definition of preconditions, stages, and processes of formation and development of tourism clusters is an unsolved theoretical and applied problem. The article is devoted to the procedures identification and interpreting the formation of tourism clusters; systematizing the conditions and factors influencing the clasterization in Ukraine. The work developed recommendations for the successful development of tourism clusters, in particular, the author’s vision of identifying structural and functional components of the tourism cluster; establishing interrelations and relationships between participants; definition of tourist attractiveness of the destination for the development of cluster initiatives; algorithmization of the participant’s entry to the cluster; developing scenarios for the development of tourism clusters in Ukraine. The results of determining the participants’ interaction intensity in the tourism cluster are presented, and the effectiveness of the cluster system development based on a set of economic, social and environmental criteria is evaluated.

Quantifying the spatio-temporal patterns of settlement growth in a metropolitan region of Ghana

Retrospective understanding of the magnitude and pace of urban expansion is necessary for effective growth management in metropolitan regions. The objective of this paper is to quantify the spatial–temporal patterns of urban expansion in the Greater Kumasi Sub-Region (GKSR)—a functional region comprising eight administrative districts in Ghana, West Africa. The analysis is based on Landsat remote sensing images from 1986, 2001 and 2014 which were classified using supervised maximum likelihood algorithm in ERDAS IMAGINE. We computed three complementary growth indexes namely; Average Annual Urban Expansion Rate, Urban Expansion Intensity Index (UEII) and Urban Expansion Differentiation Index to estimate the amount and intensity of expansion over the 28-year period. Overall, urban expansion in the GKSR has been occurring at an average annual rate of 5.6 %. Consequently, the sub-region’s built-up land increased by 313 km2 from 88 km2 in 1986 to 400 km2 in 2014. The analysis further show that about 72 % of the total built-up land increase occurred in the last 13 years alone, with UEII value of 0.605 indicating a moderate intensity of urban expansion. Moreover, the metropolitan-core of the sub-region, being the focal point of urban development and the historical origins of expansion, accounted for more than half of the total built-up land increase over the 28-year period. Over the last decade and half however, urban expansion has spilled into the neighbouring peripheral districts, with the highest intensity and fastest rate of expansion occurring in districts located north and north east of the sub-regional core. We recommend a comprehensive regional growth management strategy grounded in effective strategic partnerships among the respective administrative districts to curb unsustainable urban expansion.

Policymaking in the Global Context: Training Students to Build Effective Strategic Partnerships with Nongovernmental Organizations

In the global realm, public policy issues—infectious disease, immigration, and human rights—regularly cross national boundaries without any one government to assume responsibility and authority on the issue. Policy makers must therefore shift their focus from “government” to “governance” and create strategic partnerships that leverage existing capacities to provide global public goods. This paper examines the importance of the global arena to Master of Public Policy (MPP) and Master of Public Administration (MPA) programs, and offers evidence of the increasing role of nongovernmental organizations (NGOs) in governance. Using the current Ebola crisis in West Africa as an example, we demonstrate how NGOs’ engagement in global governance requires different skills and discussions, not just for nonprofit staff, but also for government and business sectors. In conclusion, this article offers suggestions for how MPP and MPA programs might begin to incorporate the concepts of these important non-state actors into public affairs curricula.

Developing relationships in strategic alliances: Commitment to quality and cooperative interdependence

Organizations are using strategic alliances to develop competitive advantages in quality, innovation, and cost. To capture the potential synergies of these alliances requires that the partners develop long-term relationships. This study develops a model of strategic alliance relationship development based on the theory of cooperative and competitive goal interdependence. Thirty pairs of supplier and customer organizations in Xian, China participated in a survey where the supplier indicated the commitment and goal interdependence and the customer rated the relationship's long-term orientation. Results suggest that the commitment by both supplier and customer organizations to quality develop cooperative interdependence, which leads to effective strategic partnerships.

Developing a model to enhance the capacity of statutory organisations to engage with lay communities.

To understand the processes that constrain the capacity of statutory organisations to work effectively with lay communities and to develop a model to enhance their capacity to do so. The research consisted of three elements: a review of relevant literature; in-depth interviews with a purposive sample of people who had recently been involved in community-statutory sector partnership; and a deliberative workshop involving ten expert witnesses, selected to reflect a range of sectors and levels within organisations. Many factors contribute to a lack of effective strategic partnerships between lay communities and statutory organisations. These factors fall into five domains: the community's capacity to engage; the skills and competencies of organisational staff; the dominant professional service culture; the overall organisational ethos and culture; and the dynamics of the local and national political systems. A model of the relationships and/or interaction between these domains is postulated. There is potential for testing this model with statutory organisations to see whether it concurs with their reality and whether it is enhancing their organisational capacity. Commonly occurring constraints to effective partnerships between statutory organisations and lay communities need to be identified and addressed by applying a dynamic model of the type presented here.

Towards international strategic partnership management between the ICT and health care sectors: seven pillars of effectiveness.

This study identifies seven key characteristics of effective strategic partnership management issues between the Information and Communication (ICT) and health care sectors. It underscores the implications for international health community, based on experiences in Canada, Germany, Sweden and the United Kingdom.