Building successful strategic alliances

Lorange, Peter; Röös, Johan; Brønn, Peggy Simcic

doi:10.1016/0024-6301(92)90164-w

Cited by 109 publications

(71 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Without communication, there cannot be any relationship build-up. The performance of the relationships depends on the appropriateness and effectiveness of the communication (Knudsen, 2007;Kale, Singh, & Perlmutter, 2000;Sivadas & Dwyer, 2000;Walters & Rainbird, 2007;Knudsen, 2007;Sivadas & Dwyer, 2000;Lorange, Roos, & Brønn, 1992;Zhao & Lavin, 2012). Furthermore, information & knowledge sharing between the buyer and supplier and within the NPD project helps the generation and recombination of new and innovative ideas.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing supplier relationships in a new product development context

Sjoerdsma

Weele

2015

Journal of Purchasing and Supply Management

View full text Add to dashboard Cite

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing supplier relationships in a new product development context

Sjoerdsma

Weele

2015

Journal of Purchasing and Supply Management

View full text Add to dashboard Cite

“…The extant literature suggests that a strategic alliance may be vertical or horizontal, internal or external (Li & Atuahene-Gima, 2001;Harrigan, 1985;Anderson & Weitz, 1992). Future research investigating the role of ICT use in the relationship between a manufacturing firm's performance and its engagement in different types of strategic alliances would be beneficial for understanding whether the role of ICT use differs in different types of strategic alliances (Lorange et al, 1992).…”

Section: Resultsmentioning

confidence: 99%

Strategic Alliance, Information and Communication Technology, and Customer-Related Performance: The Role of Industry Characteristics

Winata

Mia

Langmann

2016

CMR

View full text Add to dashboard Cite

Purposes: This study investigates whether the relationship between a firm's engagement in strategic alliance and its customer-related performance (CRP) is direct or indirect through the managerial use of information and communication technology (ICT).Methodology: The results are based on the responses of 78 general managers from large manufacturing firms, and the data were analysed using structural equation modelling with partial least squares (PLS).Findings: The results reveal that a firm's engagement in a strategic alliance is positively related with the firm's CRP-not directly, but through the managerial use of the ICT. The results also reveal that the relationship is industry specific.Limitations: The results may be manufacturing industry specific, so caution is necessary in generalising the results to other industries. Furthermore, this study does not consider the different types of strategic alliances in which a firm can engage. The extant literature suggests that a strategic alliance may be vertical or horizontal, internal or external. Contemporary Management Research 338Practical implications: The results indicate that an organisation which engages in a strategic alliance to improve its desired performance needs to have an appropriate ICT facility.Originality: This study investigates the role of ICT on the strategic alliance and firm performance relationship in Indonesia.

show abstract

“…Partner compatibility refers to the fit between firms in terms of factors like working styles and culture. An alliance between similar firms is expected to be successful than asymmetric firms 55,71 . Ref.…”

Section: Complementarity and Compatibility Of Partner Firms In Stratementioning

confidence: 99%

Measures of Complementarity and Compatibility in Strategic Alliances for Innovation : A Review of Literature

Dhurkari¹,

Nandakumar²

2015

ITMR

View full text Add to dashboard Cite

By focusing on resource-based view (RBV) and dynamic capability view (DCV), a target firm can be assessed for its complementarity and compatibility by the alliance-initiating firm to form a strategic technology alliance. This is because complementarity and compatibility among the partner firms affect the alliance performance. By reviewing the empirical findings on innovation through strategic alliances, this paper helps to classify various innovative capabilities possessed by a target firm as measures of complementarity or compatibility. This classification has several implications for researchers and practitioners dealing with the problem of partner selection for innovation in strategic alliances.

show abstract

Building successful strategic alliances

Cited by 109 publications

References 1 publication

Managing supplier relationships in a new product development context

Managing supplier relationships in a new product development context

Strategic Alliance, Information and Communication Technology, and Customer-Related Performance: The Role of Industry Characteristics

Measures of Complementarity and Compatibility in Strategic Alliances for Innovation : A Review of Literature

Contact Info

Product

Resources

About