Strategic planning for a joint venture

Kukalis, Sal; Jungemann, Mark

doi:10.1016/0024-6301(95)00009-8

Cited by 11 publications

(8 citation statements)

References 3 publications

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“…In an early and influential paper, for example, Mintzberg and Waters (1985) argued that not all strategy is a result of deliberate intentions developed as a result of strategic Koufopoulos & Morgan (1994) 2d P3, eC Mintzberg (1994b) 1a P1, P2 Mintzberg (1994c) 1a P1, P2 Nosowski (1994) 3a P3 Wilson (1994) 2d P1, P2, P3, eC houlden (1995) 2d P1, P3 Alexander (1995) 1a P1, PO Kukalis & Jungemann (1995) 3a P3 Bonn & Christodoulou (1996) 2d P1, P2 Chae & hill (1996) 2d P3 gilmore & Camillus (1996) 2d P2, OC Mulligan, hatten, & Miller (1996) 1a P2 Taylor Method is coded as follows: 1a = conceptual (including conceptualizations of planning models); 1b = review paper; 2a = surveys or experimental data for statistical analyses and testing; 2b = meta-analysis; 2c = scale development; 2d = mixed-method approaches in data collection and analysis; 3a = descriptive case studies and conceptual studies with illustrative case studies; 3b = inductive theory building (e.g., grounded theory); 3c = action research. b Topics are coded using the abbreviations of key terms in Figure 1: P1 = strategic planning practitioners; P2 = strategic planning practices; P3 = strategic planning praxis; PO = proximate outcomes of strategic planning; DO = distal outcomes of strategic planning; OC = organizational contingencies; eC = environmental contingencies.…”

Section: A New Era In Strategic Planning Researchmentioning

confidence: 99%

Strategic Planning Research: Toward a Theory-Driven Agenda

Wolf

Floyd

2013

Journal of Management

238

278

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This review incorporates strategic planning research conducted over more than 30 years and ranges from the classical model of strategic planning to recent empirical work on intermediate outcomes, such as the reduction of managers' position bias and the coordination of subunit activity. Prior reviews have not had the benefit of more socialized perspectives that developed in response to Mintzberg's critique of planning, including research on planned emergence and strategy-as-practice approaches. To stimulate a resurgence of research interest on strategic planning, this review therefore draws on a diverse body of theory beyond the rational design and contingency approaches that characterized research in this domain until the mid-1990s. We develop a broad conceptualization of strategic planning and identify future research opportunities for improving our understanding of how strategic planning influences organizational outcomes. Our framework incorporates the role of strategic planning practitioners; the underlying routines, norms, and procedures of strategic planning (practices); and the concrete activities of planners (praxis).

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Section: A New Era In Strategic Planning Researchmentioning

confidence: 99%

Strategic Planning Research: Toward a Theory-Driven Agenda

Wolf

Floyd

2013

Journal of Management

238

278

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“…. Baker (1992); Foo, Grinyer, & McKiernan (1992); Nakahara & Isono (1992); Dean & Sharfman (1993b); Koufopoulos & Morgan (1994); Nosowski (1994); Kukalis & Jungemann (1995); Bonn & Christodoulou (1996); Bowman & Kakabadse (1997); Boyd & Reuning-Elliott (1998); Glaister & Falshaw (1999); Werder (1999); Frentzel, Bryson, & Crosby (2000); Jennings (2000); Lewis & Harvey (2001); Grant (2003); Mankins (2004) Beer & Eisenstat (1996) (Stacey, 1995). In this regard, the reductionist approach of testing hypotheses, commonly used in linkage-exploring studies, however, is not suitable.…”

Section: Strategy Processmentioning

confidence: 99%

Strategy-Process Research: What Have We Learned and What Is Still to Be Explored

Hutzschenreuter

Kleindienst

2006

Journal of Management

277

261

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This article attempts to reflect the current state and progress of strategy-process research. Based on a literature review, an integrative framework is developed encompassing key antecedents, process and outcome factors, and the interrelationship among them. The review reveals that strategy-process research has made considerable progress in the past, shifting the focus from strategic planning to new areas, thereby emphasizing the exposed position of the individuals involved. The authors recommend that researchers conduct more studies that explore the effects of the individuals involved in strategy processes and the phases prior to and after the actual decision making.

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“…[28] Joint ventures also enable the partners to increase their market share, whilst also enhancing their competitive position in markets. [32] This latter motivation is especially important to the present study as full-service network carriers (FSNCs) compete in the premium and leisure travel market segments [33,34]; these market segments are often characterized by extremely high levels of competition.…”

Section: Joint Venture Partnershipsmentioning

confidence: 99%

“…A further motivation for forming a joint venture is to enable the partners to participate in the industry's evolution [32], whilst at the same time helping to reduce competitive volatility. [25] Furthermore, the formation of a joint venture may enable the partners to pre-empt competitors (first movers' advantages), the partners may gain rapid access to better firms, the partners can add capacity or vertical integration, the partners may also achieve advantageous terms, and providing the joint venture with the best partners [25].…”

Section: Joint Venture Partnershipsmentioning

confidence: 99%

Capturing and Delivering Value in the Trans-Atlantic Air Travel Market: The Case of the Air France-KLM, Delta Air Lines, and Virgin Atlantic Airways Strategic Joint Venture

Baxter

2019

MAD

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<p class="keywords">This paper presents a case study of the Air France-KLM, Delta Air Lines, and Virgin Atlantic transatlantic joint venture, one of the world’s largest strategic passenger joint ventures. The study used a qualitative research approach. The data gathered for the study was examined by document analysis. The strategic analysis of the joint venture was based on the use of Porter’s Five Forces Model. The study found that the joint venture has evolved over time through the addition of KLM Royal Dutch Airlines, Alitalia, and Virgin Atlantic Airways to the original joint venture between Air France and Delta Air Lines. The joint venture has provided significant synergistic benefits to the partners and has allowed the partners to access new markets and to participate in the evolution of the transatlantic air travel market, one of the world’s major air travel markets. The joint venture has also enabled the venture partners to enhance their competitive position through strengthened service offerings, a comprehensive route network that offers customers a high level of connectivity, and greater flight frequencies within their own route networks, all of which creates value for the partners. A limitation of the study was that the annual revenue, revenue passenger kilometres performed, or passenger load factors data was not available. It was, therefore, not possible to analyze the business performance of the joint venture.</p>

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Strategic planning for a joint venture

Cited by 11 publications

References 3 publications

Strategic Planning Research: Toward a Theory-Driven Agenda

Strategic Planning Research: Toward a Theory-Driven Agenda

Strategy-Process Research: What Have We Learned and What Is Still to Be Explored

Capturing and Delivering Value in the Trans-Atlantic Air Travel Market: The Case of the Air France-KLM, Delta Air Lines, and Virgin Atlantic Airways Strategic Joint Venture

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