Understanding strategic intent in the global marketplace

Hitt, Michael A.; Tyler, Beverly B.; Hardee, Camilla; Park, Daewoo

doi:10.5465/ame.1995.9506273265

Cited by 72 publications

(60 citation statements)

References 3 publications

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“…This will require systematic research on the ways in which other institutions are approaching this subject in order to accurately formulate a technology management strategy and objectives (Hitt, Tyler, Hardee, & Park, 1995). Universities have commonly focused on the advertising dollars spent by other educational institutions and have adjusted their advertising budgets accordingly.…”

Section: Discussionmentioning

confidence: 99%

<p>Developing a Technology Management Curriculum from the Perspective of Strategic Intent</p>

Bellamy¹,

Becker²,

Kuwik³

2003

JOTS

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Section: Discussionmentioning

confidence: 99%

<p>Developing a Technology Management Curriculum from the Perspective of Strategic Intent</p>

Bellamy¹,

Becker²,

Kuwik³

2003

JOTS

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“…Partner selection is one of the crucial decisions related to strategic alliance development (Brouthers et al 2003;Hitt et al 1995;Ireland et al 2002). Of several theories of the internationalization of the firm that suggest elements upon which developed country firms may evaluate and select alliance partners, the present study retains two theories which are widely used in the literature on international entrepreneurship related to the management of technology firms.…”

Section: Alliance Partner Selectionmentioning

confidence: 99%

Functional and contextual dimensions of INVs’ alliance partner selection

2016

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Prior research on the selection of international alliance partners calls for investigation of the potential specificity of selection criteria for evaluating partners for alliances with different objectives or functions. The present study responds to this need and contributes to the development of the field of international entrepreneurship by examining the relation between the alliance function and the criteria chosen. We studied three alliance functions: R&D, production, and marketing. Second, for each alliance function, we analyzed the criteria selected within two contexts: developing countries and those that consider emerging markets in their partner choice set. Data were collected through semi-structured interviews with 25 executives from INVs in two major North American biotechnology clusters, representing 239 alliances. 65.7% of these were signed with international partners. Results indicate that, aside from compatibility/complementarity of resources (R&D and production alliances), all criteria used within a single function are unique to that function. Furthermore, these criteria differ somewhat when the potential partners considered by a firm include those from both emerging and developed markets, compared to firms that limit potential partners to those in developed markets contexts. Finally, the study reveals that respondent firms integrate country, industry, and market attractiveness factors with partner selection criteria for marketing alliances. This suggests that, for many firms, market choice and partner selection are not successive steps. The study's originality lies in its focus on the relationship between alliance function and partner selection criteria used by INVs as well as within different contexts.Keywords: partner selection, alliance, emerging markets, developed countries, biotechnology, selection criteria, alliance function French AbstractDes études précédentes portant sur la sélection des partenaires pour des alliances internationales soulèvent le besoin d'examiner la spécificité des critères de sélection dans l'évaluation des partenaires pour des fonctions différentes. Cet article répond à ce besoin et contribue au développement du domaine de l'entrepreneuriat international en analysant la relation entre l'objectif et les critères choisis pour trois types d'alliances : recherche et développement, production et marketing. Pour chaque fonction, les critères sont aussi analysés dans deux contextes : les entreprises qui limitent leurs partenaires à des pays développés et celles qui considèrent les pays en émergence. Des entrevues semi-structurées ont été réalisées auprès de 25 dirigeants de nouvelles entreprises internationales en biotechnologie de Montréal et de Boston, totalisant 239 alliances, dont 157 internationales. Les résultats indiquent que, mis à part la complémentarité et la compatibilité, tous les critères utilisés à l'intérieur d'une fonction lui sont spécifiques. Les critères peuvent diverger lorsque les partenaires potentiels proviennent de marchés émergents en plus de...

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Section: Strategic Alliance Partner Characteristicsmentioning

confidence: 99%

“…After a firm has made the decision to participate in a strategic alliance, the next crucial decision is its choosing of a proper partner (Hitt et al, 1995). Chosen of partners is one of the critical decisions connected to the strategic alliances (Ireland, Hitt & Vaidyanath, 2002;Hitt et al, 1995). Selection of partner identifies alliance operating policies and procedures, skills mix of alliance's, the needed knowledge, and resources, and its vulnerability to local circumstances, structures, and institutional modifications (Child & Faulkner, 1998) that are required to enhance firm's innovation performance.…”

Section: Strategic Alliance Partner Characteristicsmentioning

confidence: 99%

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The Impact of Strategic Alliance Partner Characteristics on Firms’ Innovation: Evidence from Jordan

Abuzaid¹

2014

IJBM

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The aim of this study is to examine the impact of strategic alliance partner characteristics namely (partner complementarity, partner commitment, and partner compatibility) on firm's innovation, which includes incremental innovation and radical innovation. The population of the study contained (13) Jordanian Pharmaceutical companies, and the sample unit consisted from (122) managers and head of divisions working in strategic alliances, marketing and production areas within the target companies. In order to gathering the data required for measuring the study variables a questionnaire was developed. The results of the study showed that the strategic alliance partner characteristics had a significant impact on the Jordanian pharmaceutical companies' innovation, and the impact of alliance partner characteristics (Compatibility, Capabilities, and Commitment) on incremental innovation is more than the impact on radical innovation. Also the results showed that the complementarity of partner has the highest impact on the firm innovation, then the compatibility, then the commitment. Based on these findings the study recommending that the companies that seeking for innovation through a strategic alliances must select the appropriate partner who has a complementary capabilities that contribute non overlapping resources to the relationship, and a partner who has the unique competencies; and the partner who has a compatible strategic objectives, organization culture and management style; and the partner who has a strong sense of commitment for the alliance.

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Understanding strategic intent in the global marketplace

Cited by 72 publications

References 3 publications

<p>Developing a Technology Management Curriculum from the Perspective of Strategic Intent</p>

<p>Developing a Technology Management Curriculum from the Perspective of Strategic Intent</p>

Functional and contextual dimensions of INVs’ alliance partner selection

The Impact of Strategic Alliance Partner Characteristics on Firms’ Innovation: Evidence from Jordan

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