Success Of Strategic Alliances Research Articles

Regulatory politics and hybrid governance: the case of Brazil’s Amazon Soy Moratorium

This paper analyses the unique hybrid governance of Brazil’s Amazon Soy Moratorium (ASM) in regulating soybean production in the Amazon, where private actors have created a state-like ban on commodity production to reduce deforestation that goes beyond national law. Despite existing research regarding impact assessment, the study aims to fill knowledge gaps in explaining the ASM’s alliance-building processes, its longstanding maintenance, and its potential for regulatory replicability. Informed by the application of the Baptist and Bootlegger political economic theory of regulation and empirical data from qualitative interviews and document analysis, we provide an actor-centered explanation of the design, adoption, and maintenance of the ASM over a 19-year timeframe. Our results show how NGOs and businesses had opposite motivations and negotiated their roles to form a successful strategic alliance, reinforced by the inclusion of third parties (e.g., technical and governmental actors) to assist in its monitoring and transparency. Developed as an exclusive private market regulation, the ASM agreement, however, relies on a policy mix: private and public actors play a role in implementation, which includes assisting and relying on existing public policies, instruments, and official data. This policy mix was necessary for the ASM’s noteworthy hybrid and long-term governance. Its successful formation in 2006 was enabled by factors including an economic crisis, foreign pressure linked with national enforcement failure, and, most importantly, the Amazon scope. Our analysis shows who gains or loses from the regulatory design. Furthermore, we shed light on the biggest regulatory spillover, to the Cerrado, where the failed attempt at replicability emphasizes the regulatory uniqueness of the ASM. The study concludes with a discussion of what will help or hinder the ASM’s longevity, providing lessons for similar regulatory mechanisms on forest-risk agricultural production, such as EU’s recent Regulation on Deforestation-free Products.

СТРАТЕГІЧНІ АЛЬЯНСИ ЯК ІНСТРУМЕНТ СИНЕРГІЇ МІЖНАРОДНОГО БІЗНЕСУ

The article investigates the role of strategic alliances in developing international business. This study aims to analyze the essence, forms, types, advantages, and disadvantages of strategic alliances, as well as to identify key success factors and potential risks associated with their formation. The research methodology includes a comprehensive literature review and a case study analysis of successful strategic alliances between leading international companies in various industries. The study results demonstrate that strategic alliances have become a powerful tool for achieving synergy and enhancing the competitiveness of companies in international markets. The article highlights the importance of careful planning, partner selection, clear goal setting, and continuous monitoring for the effective implementation of strategic alliances. The study also examines current trends in the development of strategic alliances in the context of globalization and digital transformation of business. The practical value of the study lies in providing insights and recommendations for companies considering the formation of strategic alliances to expand their global presence and achieve sustainable growth in the face of increasing competition and technological challenges. The article concludes by emphasizing the growing significance of strategic alliances as a key instrument for synergy and competitiveness in the international business environment and outlines potential directions for future research in this field. The study delves into the various motivations behind the formation of strategic alliances, such as access to new markets, sharing of risks and costs, acquisition of complementary resources and capabilities, and enhancement of innovation potential. The article also discusses the critical role of trust, communication, and cultural compatibility in the success of strategic alliances, highlighting the need for effective governance mechanisms and conflict-resolution strategies. The article also addresses the challenges and limitations of strategic alliances, such as the potential for opportunistic behaviour, loss of autonomy, and difficulties in integration and coordination, and suggests ways to mitigate these risks through proper due diligence, contractual safeguards, and ongoing relationship management.

When courtships fail: The antecedents of failure in strategic alliances between startups and incumbents

This study explores the antecedents of alliance failure between incumbents and startups by shedding light on the ex ante conditions that initiated the alliances, the in situ conditions that caused the alliance failures, and the ex post conditions of the outcomes. We conducted a qualitative, multiple case-study analysis of four failed alliances in a northern European context based on interviews with executives from the incumbents, startups, and incubators involved. Our findings indicate that the promise of resource complementarity between incumbents and startups does not warrant the success of strategic alliances. Finally, we explore the implications of our findings and propose how incumbents and startups can collaborate better in future alliances.

Selecting Partners in Strategic Alliances: An Application of the SBM DEA Model in the Vietnamese Logistics Industry

Background: Strategic alliance is a popular strategic option for business entities to strengthen the competitive advantages of all partners in a partnership. The global logistics industry has witnessed the formulation of several successful strategic alliances. However, the Vietnamese logistics industry seems to grow slowly and lacks long-term inter-firm partnerships. In such a context, it is critical to have a more effective approach to selecting partners in strategic alliances to increase long-term relationships and firm performance. Method: Thus, this study proposes using the SBM-I-C DEA model to examine and suggest partners for Vietnamese logistics firms to form strategic alliances. Results: Our findings show that integrating technology in managing strategic alliances will foster companies in the alliance to formulate a better strategy with up-to-date information on policies. Conclusion: Using the SBM-I-C DEA model, companies can minimize operating costs and optimize delivery time. Thus, companies can better satisfy customers. From the research findings, some implications are proposed for Vietnamese logistics companies.

Parameters for selecting the partners in locally owned renewable energy small-scale project for achieving energy security in Atlantic Canada

Several countries throughout the world are pursuing energy security as a means of ensuring that their economies operate smoothly and that their citizens have access to appropriate, reliable, and economical supply of clean energy. Because most of the rural communities across the globe rely heavily on non-renewable sources for their domestic needs, hence there is a risk of energy insecurity and vulnerability. This research aims to define a set of parameters for a successful strategic alliance in ensuring energy security in the rural and remote communities of Atlantic Canada. This research was split into two halves. The first study focused on a literature review on strategic alliance measures for achieving energy security, item development, and factor structure exploration. For successful strategic alliance constructs on a sample of 98 small-scale energy project owners, followed by reliability and validity checks. Study 2 seeks to identify the correlation among the partner's characteristics, set of parameters, and alliance performance with the help of regression analysis. Based on data from locally owned renewable energy small-scale (LORESS) projects in Atlantic Canada, the study discovered a set of parameters for selecting the right partner for energy security. The study discovered that overall alliance performance is significantly correlated with a set of parameters including indigenous process know-how, marketing interest and prominence, efficiency for generating energy, technological know-how, and affordability. The research gives a multi-dimensional tool that can assist in building a successful strategic alliance for achieving energy security. Moreover, it can serve as an aid to the different stakeholders in gauging the success of any strategic alliance in the energy sector.

Global Value Chains: Lead Firm Social/Relational Factors

While much of the literature on global value chains (GVC) has addressed strategy, structure, and governance, less is known regarding the relationship between lead firms and global value chain performance. Lead firms are influential, organizing, and strategic actors inside global value chains which drive the value addition and distribution by externalizing low value-added activities. The purpose of our paper is to explore the linkage between the lead firm's and GVC performance. We incorporate social capital theory, relational embeddedness, and global value chain governance to propose that lead firms may: (1) facilitate successful strategic alliances in global value chains through partner selection, (2) enable success over and beyond formal contracts by enabling embeddedness, and (3) reduce exchange costs and enable investment into new capabilities by facilitating knowledge transfer and learning by the mechanism of lead firm social capital. We also discuss global value chain performance measures in terms of the processes and activities which contribute to comparative location advantages or sustained competitive advantage of the value chain members. Our model contributes to the literature on global value chain governance by delineating the lead firm's resources through social capital theory.

The Evolution of Trust Within a Global Health Partnership With the Private Sector: An Inductive Framework.

Public-private partnerships (PPPs) in global health are increasingly common to support sustainable development and strengthen health systems in low- and middle-income countries. Since the release of the Sustainable Development Goals (SDGs) in 2015 culminating in a discrete goal "to revitalize the global partnership for sustainable development," public health scholars have sought to understand what makes PPPs successful in different contexts. While trust has long been identified as a key component of successful strategic alliances in the private sector, less is known about how trust emerges between public- and private- sector partners, particularly in global health. Therefore, we investigated how trust between partners evolved in the context of Project Last Mile (PLM), a global health partnership that translates the business acumen of The Coca-Cola Company to strengthen public health systems across Africa. This study draws upon secondary analysis of qualitative data generated as part of the longitudinal, mixed-methods evaluation of PLM across country settings. Seventy-seven interviews with a purposeful sample of key stakeholders were conducted in Mozambique, South Africa and eSwatini between August 2016 and July 2018. Trained qualitative interviewers followed a standard discussion guide, and audio-recorded interviews with participants' consent. In this secondary analysis, we analyzed qualitative data to understand how trust between partners was cultivated across settings. We drew upon stakeholder experiences to inform an inductive framework for how trust develops over time. Our analysis revealed five domains that were foundational to building trust: (1) reputational context, (2) team composition, (3) tangible outputs, (4) shared values, and (5) effective communication. The framework may be useful for private and public sector entities seeking to establish and sustain trust within their global health partnerships.

Characteristics of Successful Health Alliance Strategies: Evidence From Rural Healthcare Experiences.

The formation of regional strategic alliances continues to be a well-evidenced response to a varying array of market forces that are challenging the ability of healthcare institutions to realize their missions. Organizations that serve rural communities especially feel pressure to initiate the formation of these collaborative arrangements.In response to concerns of Pennsylvania legislators regarding the impact of these alliances on rural healthcare entities, the Center for Rural Pennsylvania funded a study of outcomes of regional strategic alliances involving rural healthcare institutions. Although the research focused on outcomes, the data also revealed organizational characteristics and patterns of decisions and actions that separated rural healthcare institutions with greater alliance outcome success from their peers serving other rural communities. Strategic leadership and interorganizational management expertise serve as the foundation for decisions and actions beginning before an active search for an alliance and culminating with the achievement of alliance goals. Commitments to collaborative leadership, purposeful partnership, coordination, and progress thematically represent the series of critical decisions and actions collectively required to achieve strategic alliance success. The case of the Laurel Health System illustrates these commitments.Although the findings are based on an intensive review of regional strategic alliances involving rural healthcare institutions, the lessons presented here are transferable to community healthcare organizations regardless of location.

Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing

PurposeThis study delves in the controversy about the nature and the sign of the effect of strategic alliances and exploration and exploitation capabilities on innovation and new product development. The paper analyses the effects of knowledge sharing and strategic alliances relationships at the firm level. Specifically, we study the influence of strategic alliances relationships in new product development and the mediating role of exploration and exploitation as dynamic capabilities.Design/methodology/approachThis investigation proposes a theoretical model tested using structural equation modeling (SEM). The multigroup analysis was performed to understand the moderating role of. A questionnaire survey was developed to explore the relations between strategic alliances and innovation and new product development variables. For this study, 387 valid questionnaires were collected from a sample of Portugal SME' firms. A 90-item questionnaire was submitted to employees managers of a large number of Portuguese SMEs, which consists to study the relationships among all the variables.FindingsThe results show that exists a positive direct influence of strategic alliances on innovation and new product development, and mediating impact the exploration and exploitation by the moderating role of knowledge sharing.Research limitations/implicationsThis study has some methodological limitations affecting its potential contributions. A cross-sectional study that captures one image in time and its ability to identify strict causality between variables is limited. Furthermore, the results are based on log collected from a key respondent, rather than broader actual data. The results are restricted to one country, Portugal. Future research should initially target different countries. Such research could then test the generalizability of the results.Practical implicationsTo fill this managerial relevance gap, we propose a process model in which the main antecedents of alliance stability will be examined. We argue that an alliance's evolutionary dynamics depend on these factors and variables that the partners must assess and manage over its developmental stages. In this sense, managers have significant scope to influence the ultimate success of strategic alliances. This study highlights the need to actively manage the cooperation – competition (coopetition) tension with the alliance partner and to apply the knowledge acquired from the partner to create new knowledge to enhance innovative performanceOriginality/valueThis paper contributes to fill the gap between strategic alliances and new product development mediated by exploration and exploitation in the dynamic capabilities view.

A Model of Creating Hospital Strategic Alliances

Different forms of partnership in the hospital sector exist depending on the degree of integration between the individual participants, the types of partners, their goals and motives for cooperation. The theory describes many conceptual frameworks of the strategic alliance formation process. The purpose of the publication is to analyze some of the existing models and as a result to present a model of creating hospital strategic alliances. This framework integrates the strategic process of cooperation with the particular features of healthcare management. Some of the elements in the model are specific and derive from the characteristics of the Bulgarian healthcare system. The emphasis in its application is the creation of a successful strategic alliance.

Improving a Firm's Performance within a Strategic Shipping Alliance

Shipping companies have proactively participated in various strategic alliances within the industry to improve their competitive advantage. Previous studies have addressed how shipping companies gain benefits from strategic alliances. However, despite its significance, only a few studies have explored how shipping companies can systematically achieve alliances within the industry. This study examines the key determinants of successful strategic alliances in the shipping industry by analyzing the factors affecting alliance performance. These factors include inter-firm coordination, organizational learning, and alliance costs. This study also considers the moderating effect of alliance duration on the relationships between these factors and alliance performance. The results of this study show that the extent of inter-firm coordination and organizational learning have positive effects on alliance performance while alliance costs have a negative impact. Additionally, alliance duration has a moderating effect on the relationships between those three factors and alliance performance. These findings provide meaningful insights on how shipping companies can manage shipping alliances with their partners by simultaneously considering both internal/external and positive/negative elements affecting their alliance's performance.

Factors Determining Strategic Alliance Success in Construction Join Operation Lrt Project

The study was conducted on the first LRT project located in a large city, which serves major urban lines in an area, due to lack of experience, as a contracting company for development decided to conduct joint operations with an experienced railroad company. This strategic alliance pattern is categorized as Joint Operation or Joint Operation, where both parties agree to dissolve the alliance after the project is completed. The purpose of this research is to identify the factors that determine the success of the alliance, and to develop a model of success of the alliance in the LRT Project, as well as to build strategic steps for its implementation in the future. To determine the factors that influence the success of the alliance, a quantitative approach is used, with the questionnaire being the research instrument. The analysis technique used in this study is factor analysis and regression analysis. The analysis shows that there is a view factor that influences the success of the alliance in the LRT Project. By paying attention to the factors that have been obtained, the company, or other similar project alliances in the future can increase the success rate of strategic alliances.

Governance and Performance of Strategic Alliances in Africa: The Role of Institutions

ABSTRACTThis article seeks to contribute to the institutional perspective of the governance of strategic intercompany alliances in Africa, through examination and analysis of a typology of informal African institutions. We support the view that interactions in African institutions determine the pertinent choice of governance mechanisms for intercompany alliances. In African institutional environments, the success of strategic alliances is subject to differentiated interactions among the contract, institutional confidence, interpersonal confidence and inter-organizational confidence. In the area of strategic management, this article provides theoretical and managerial contributions to our understanding of the institutional approach to the governance of strategic business alliances in Africa.

Application of AHP in partner selection for innovation in strategic alliances

The success of a strategic alliance depends upon factors like complementarity and compatibility among partner firms. A systematic assessment of the target firms by the alliance-initiating firm in terms of these two partner traits can lead to greater success of the prospective strategic alliance. Firms always have specific motivations to form strategic alliance and therefore the expected complementarity and compatibility with the prospective alliance partner will also differ on various occasions. In the partner selection process for forming strategic alliance, the alliance-initiating firm needs to do a systematic trade-off among these two partner traits. Various innovative capabilities of the target firms must be used to measure these two partner traits in case of forming strategic alliance for innovation. Since the partner selection problem is a discrete alternative multi-criteria decision problem, this paper demonstrates application of the analytic hierarchy process (AHP) to solve partner selection problem during the formation of a strategic alliance for innovation.

Sustainable Planning of Cross-Border Cooperation: A Strategy for Alliances in Border Cities

In recent years, cooperation among nations has become a critical issue towards sustainable development of neighbor cities in border areas. In this regard, sustainable common planning approaches and policies are an increasing reality, particularly in European territories. Considering the significant amount of cross-border cooperation (CBC) projects and strategies within Europe, it is crucial to promote research approaches that are able to identify the most positive approaches towards the establishment of alliances in border territories, serving as pivotal methodologies for achieving success. Contextually, the present study considered direct and indirect research methods and tools, literature reviews, data collection, computer-assisted telephone interviewing (CATI) and computer-assisted web interview (CAWI), all applied over two European border cities: Cieszyn (Poland) and Cesky Tesin (Czech Republic). These methods enabled the assembly of perspectives of local authorities, public and private institutions, non-governmental organizations, and entrepreneurs from the cities under study. Through the analysis of the collected data, five conditions have been identified for the success of strategic alliances in CBC projects: (i) well defining the alliance goals; (ii) ensuring participation in the alliance of various groups of stakeholders; (iii) involvement of both partners with extensive experience in CBC; (iv) ensuring the coherence of the key objective; and (v) guaranteeing the alliance benefits both sides. These conditions might effectively contribute to achieve more successful outputs in CBC projects, highlighting the relevance of previously developed strategies on the definition of future approaches.

Strategic Alliance Success Factors: A Literature Review on Alliance Lifecycle

Objectives. The research aims to investigate how firms can achieve alliance success. In global markets, the alliance failure rate is very high. This study will try to understand why, facing with such a high failure rate, more and more firms decide to enter or form strategic alliances. It appears necessary to identify key factors and show how firms can successfully manage them in each phase of alliance lifecycle.Methodology. For this study, a qualitative approach was adopted, in order to explore and understand the research problem. The issues of alliance success factors is investigated through the analysis of the existing literature, focusing in particular on the last two decades.Findings. By reviewing several theoretical perspectives, we identified alliance success factors and showed what kind of relevance they have in each phase of alliance lifecycle. It was found that strategic alliances develop through three phases. Alliance success lies on successful management of key factors, involved in each phase.Research Limits. Research deals with the issues of alliance success factors at the level of a single alliance and not at the level of an alliance portfolio. Further research should extend the analysis perspective.Managerial Implications. Firms involved in a strategic alliance should consider several critical aspects. For the entire alliance lifecycle, they have to look for a high degree of fit with their own partners. Another important aspect is related to the risk of opportunistic behavior, which could be reduced through the choice of an appropriate governance form and the development of social capital.

New resources help nonprofit boards examine strategic alliances, collaboration

A coalition of leading nonprofits has launched a new campaign aimed at guiding charities through the process of exploring strategic alliances and collaborative restructuring. The campaign, dubbed The Power of Possibility, was developed by BoardSource, the Bridgespan Group, MAP for Nonprofits and several other partners, with the goal of demonstrating how such alliances can be leveraged to amplify nonprofit impact. The campaign showcases several successful strategic alliances and restructuring—such as joint programming, administrative consolidation and mergers—and provides a blueprint for nonprofit boards to follow as they consider whether a strategic alliance or restructuring could help them advance their organization's work.

Entrepreneurial orientation and strategic alliance success: The contingency role of relational factors

This study extends entrepreneurship research into the domain of strategic alliances by hypothesizing a positive relationship between entrepreneurial orientation (EO) and firm-level alliance success. Drawing on a relational view, we further examine the focal relationship within a contingency framework, building on the distinction between cooperation (joint action and bonding) and conflict. Findings from a study of 197 partner firms suggest that a high level of joint action strengthens the positive relationship between EO and alliance success. Bonding moderates the relationship in an inverted U-shape manner such that the effect of EO on alliance success will be greatest when bonding exists at the moderate level. However, conflict has no significant moderating effect on the EO–alliance success relationship. Overall, this study provides novel insights into whether and when partner firms can translate an EO into final alliance outcomes.

Shared mental model, team communication and collective self-efficacy: an investigation of strategic alliance team effectiveness

The success of strategic alliances depends on alliance teams defined as inter-organisational groups who are charged with developing new ideas, products, and services. This study investigates the effects of one type of shared mental model - team strategic knowledge mental model (shared understanding about the interactions between team) - team communication, and collective efficacy, on alliance team effectiveness. Team development stage and top management involvement were examined as moderators. Study participants included alliance team members, team leaders, and executives in twenty-two alliance teams involved in fifteen strategic alliances. Results showed a positive relationship between the strategic knowledge mental model and team performance. Also, the team communication-performance relationship was moderated by top management involvement. The implications of the results for research and practice are discussed.

A Novel framework for Strategic Alliance of Knowledge Management Systems

Knowledge is the primary strategic resource of many organizations. Knowledge management system (KMS) is a process of knowledge extraction, storage, transformation, analysis, distribution and deployment. Strategic alliance plays an increasing role to a global scale in technology business competition. Organizations are able to use alliances to respond to new technology and deliver new products more efficiently. The relationship between knowledge management and strategic alliance is identified. Knowledge transfer and selecting suitable partner are critical factors in the success of strategic alliance of an organization. In this paper, a novel framework is proposed for KMS strategic alliance. By applying this framework, strategic alliance will be highly achievable in corporate companies.