The Nature and Significance of Strategic Alliance

Mehta, Dhawal; Samanta, Sunil

doi:10.1177/0256090919960202

Cited by 5 publications

(2 citation statements)

References 5 publications

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“…Strategic alliance is an interfirm link established through contractual agreements like joint R&D, joint product development, long-term sourcing agreements, joint manufacturing/marketing, and shared distribution service (Yoshino and Srinivas, 1995). However, it is a double -edged sword that helps business conquer new areas of business if handled properly and if not damages the business interest to an extent that perhaps no other tool or technique can (Mehta and Samanta, 1996). Most of the strategic alliances of Indian firms with outside firms are for acquiring advanced technology.…”

Section: Critical Success Factorsmentioning

confidence: 99%

Critical Success Factors and Effective Strategies in the New Environment

Shah

2000

Vikalpa: The Journal for Decision Makers

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The reduction in protectionist barriers in India has made the Indian business environment more competitive. For surviving and growing in the new scenario, Indian companies need to improve their competitiveness and choose effective strategies. This paper attempts to identify critical success factors and key strategies to be pursued by companies. Based on questionnaire data collected from 125 CEOs, the study spells out 11 critical success factors⁄areas for companies operating in the Indian market. While improvement in all these critical areas is necessary for strengthening the competitiveness of organizations, a relatively greater emphasis on one or the other depends upon the strategies pursued by an organization at a particular period of time. This paper identifies five key strategies for competing successfully in the Indian market. The strategy ‘good quality and low price’ was ranked first in importance, followed by ‘product innovation,’ ‘cost leadership and differentiation,’ ‘niche-marketing,’ and ‘superior quality and premium price.’

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Section: Critical Success Factorsmentioning

confidence: 99%

Critical Success Factors and Effective Strategies in the New Environment

Shah

2000

Vikalpa: The Journal for Decision Makers

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“…Diversification strategy can also be described as the level of participation in different businesses and the underlying pattern of relationships among various businesses of firms (Montgomery, 1979, 1982; Palepu, 1985; Raman et al, 2003). It involves new experiences, new products, new technology and also new markets (Ansoff, 1965; Gort, 1962), but the tool of diversification needs to be handled prudently (Mehta & Samanta, 1996). Probably due to such strategic changes in the organization, top managers are expected to leave their specialized areas and justify their role in the diversified portfolio (Oijein & Douma, 2000).…”

Section: Introductionmentioning

confidence: 99%

Diversification Strategies of Multi-national and Domestic Companies in India: A Comparative Evaluation in the Dynamic Environment

Bhatia

Thakur

2016

Management and Labour Studies

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The aim of this article is to analyze and compare the nature, extent and pattern of diversification of domestic and multi-national companies (MNCs). A total of 536 companies from BS-1000 (March, 2012) form the sample of the study. The diversification move has been studied over a period of 10 years from 2001 to 2011. Firms are classified into four categories on the basis of Jacquemin–Berry entropy-index measure (1979) as Very Low Diversified (VLD), Related Diversified (RD), Unrelated Diversified (UD) and Very High Diversified (VHD). In order to check the difference in the extent of diversification, chi-square statistic has been employed. The article identifies that both MNCs and domestic companies are following diversification strategy, although the extent of diversification is higher in the case of MNCs than their domestic counterparts. ‘Related diversification’ is the most preferred strategy for both the groups. Further, both the groups follow an irregular pattern of diversification, although Indian companies prefer faster and forward movement, while MNCs are comparatively sluggish with their moves.

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Promoting global alliances for sustainable architectural education, training, and practice in Nigeria

Okonta,

Ayinla

2024

Discov Cities

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The field of architecture in Nigeria is experiencing dynamic growth and development, driven by urbanisation, infrastructure demands, and a growing awareness of sustainability. To navigate these challenges and contribute to sustainable development, the study aimed to explore the potential of global alliances that enhance architectural education, training and professionalism. The study combines literature reviews, six case studies of successful international architectural alliances and 34 interviews with architectural professionals to explore the significance of promoting global alliances for sustainable architectural training, practice, and profession in Nigeria. The findings suggest that many countries, like the United Kingdom, Australia, New Zealand, Canada, the United States of America, and Hong Kong, have formed alliances with architectural regulatory bodies in other nations to simplify international architectural practice. The benefits of a global architectural alliance enable architects to practice worldwide, promoting reciprocity and enhancing competitiveness and professional enhancement. Such alliances enrich architectural education, fostering the development of well-rounded professionals capable of addressing the complex challenges of the built environment. This research provides valuable insights for architectural education, training, and professional stakeholders seeking to elevate sustainable development in Nigeria. By cultivating global alliances, Nigeria can develop a thriving architectural landscape that addresses societal challenges, preserves cultural heritage, and leads the way in sustainable architectural practices.

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The Nature and Significance of Strategic Alliance

Cited by 5 publications

References 5 publications

Critical Success Factors and Effective Strategies in the New Environment

Critical Success Factors and Effective Strategies in the New Environment

Diversification Strategies of Multi-national and Domestic Companies in India: A Comparative Evaluation in the Dynamic Environment

Promoting global alliances for sustainable architectural education, training, and practice in Nigeria

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