The Role of Related Strategic Alliances Before M&As

2020 ◽  
Author(s):  
Leonhard Brinster
Keyword(s):  
Strategic Alliances

Can systems integration lead to improved performance? The role of strategic alliances

2021 ◽  
Vol 95 ◽  
pp. 17-28
Author(s):  
José-Mauricio Galli Geleilate ◽  
Ronaldo C. Parente ◽  
M. Berk Talay
Keyword(s):  
Strategic Alliances ◽  
Systems Integration ◽  
Improved Performance

Features of financing the production of intellectual product of transnational corporations

2021 ◽  
pp. 69-75
Author(s):  
Svitlana Frunza ◽  
Liudmyla Romaniuk ◽  
Daria Nasypaiko
Keyword(s):  
Research And Development ◽  
Multinational Corporations ◽  
Strategic Alliances ◽  
Financial Management ◽  
Transnational Corporations ◽  
Multinational Companies ◽  
Economic Relations ◽  
Global Innovation ◽  
Innovation Economy

The purpose of the article is to study the features of financing the production of intellectual products of multinational corporations in the context of globalization. Research methodology – system-structural and comparative research (to understand the logic of financing the production of intellectual products of multinational corporations), statistical and economic analysis (in assessing the status and prospects of the role of transnational corporations). The scientific novelty is to substantiate the peculiarities of financial management in multinational companies and to determine the main aspects of international financial management, which will increase the production of intellectual products of multinational corporations and the development of international economic relations. The article identifies the distinctive features of modern multinational companies and technologically sound strategies that contribute to their economic success. The main ways to obtain long- term investments and the peculiarities of the formation of strategic alliances and their agreements are clarified. Various forms of international cooperation are considered. Conclusions. According to the results of the study, it was concluded that the role of transnational corporations is growing, which is determined by their participation in world gross domestic product, increasing the share of international movement of capital, labor and other resources. Their importance in the world economy is evidenced by the scale of foreign operations in all sectors and areas of social production. The main obstacles to the financing of multinational corporations are the disagreement of the interests of companies and governments of the host countries, taking into account economic, political, monetary, financial and legal risks. Ukraine is able to use the model of open innovation networks as a key to entering the global innovation economy in line with current trends. Keywords: transnational corporations, transnationalization, investments, innovations, research and development, research and development works.

scholarly journals Strategic Alliances And New Product Development In High-Tech Ventures: The Moderating Role Of Alliance Type And Alliance Capability

2019 ◽  
Vol 35 (1) ◽  
pp. 17-28
Author(s):  
Sang-Mi Moon ◽  
Moon-Goo Huh
Keyword(s):  
New Product Development ◽  
Strategic Alliances ◽  
Superior Performance ◽  
High Tech ◽  
Entrepreneurial Firms ◽  
Alliance Management ◽  
Management Capability ◽  
Alliance Management Capability ◽  
The Relationship

Strategy scholars have proposed that capacity for managing alliance can be a source of superior performance. This study focuses on the role of this capacity, and investigates how alliance management capability of entrepreneurial firms affects the relationship between a firm’s allying and its performance. Because the capability is inherently unobservable, we take alliance experience and average duration of each alliance as proxy variables for measuring alliance management capability. An analysis of multiple allies of entrepreneurial ventures in Korean photovoltaic industry indicate that capacity for managing varying allies, and alliance type positively moderate the relation between alliance and its innovation outcomes.

The Emerging Corporate University System

2014 ◽  
pp. 92-113
Author(s):  
Mohammad Ayub Khan
Keyword(s):  
Strategic Alliances ◽  
Corporate University ◽  
Corporate Universities ◽  
Strategic Actions ◽  
High Quality Education ◽  
To Come ◽  
The Impact ◽  
Benefits And Costs

This chapter discusses the role of corporate universities in the field of higher education and the impact of the same on conventional or traditional universities and their corresponding business schools. This chapter also proposes some strategic actions for the traditional universities to pursue in order to maintain competitive advantage over the emerging corporate universities. Some of these strategic actions include promoting and developing strong long-term and multipurpose strategic alliances with the industry, government institutions, and community development groups. Collaborative strategies are better than competitive behavior in terms of long-term benefits and costs associated with each of these strategies. Moreover, being in the forefront of learning innovation and knowledge management combined with the provision of high quality education and trainings through innovative, diverse, and flexible academic and training programs will help the traditional universities to remain the main supplier of knowledge in times to come.

scholarly journals The role of strategic alliances in VC exits: evidence from the biotechnology industry

2020 ◽  
Vol 22 (3) ◽  
pp. 281-313 ◽  
Author(s):  
Leonhard Brinster ◽  
Christian Hopp ◽  
Tereza Tykvová
Keyword(s):  
Strategic Alliances ◽  
Biotechnology Industry

Sustainable partnerships: the art of high-performing alliances and joint ventures

2016 ◽  
Vol 56 (2) ◽  
pp. 558
Author(s):  
Amita Riksen ◽  
Nick Chipman
Keyword(s):  
Decision Making ◽  
Strategic Alliances ◽  
Joint Ventures ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Business Environment ◽  
Strategic Objectives ◽  
High Performing ◽  
Industry Response

In the increasingly transparent, real-time, digital business environment, the degree of collaboration required to succeed is rapidly expanding. Interdependencies created among diverse market participants, prospective partners and stakeholders is dramatically altering who actively participates in the oil and gas industry and how much influence they can yield. An industry deeply premised on technical innovation and excellence must evolve to broaden the value proposition and address the complex, expanded stakeholder groups. Traditional value drivers need to be extended to effectively leveragemulti-party joint ventures (JVs) to address the principles of license to operate and deliver the required capabilities. PwC hypothesises that risk-averse, technical, legal and quantitative biases drive joint venturing agreements to narrow obligations and sub-optimal outcomes. This is because narrow agreements ignore the behavioural, organisational and critical relationship-driven outcomes in contracting, venturing and alliance configurations. By widening the lens of JV agreements and strategic alliances, the authors look briefly at real case studies and undertake critical observations of the emerging industry behaviour, in identifying the following range of factors industry participants need to confront: the power and agility of social media driving industry response; the role of subjective, human factors in realising strategic objectives; the perceived rights of JV parties as the reality; the role of emotion in decision making and misalignments of culture/style/behaviours among stakeholders; the balance of diversity versus control requirements in governance management; the enablers for co-creating, high-performing ventures and contracting for co-operation alongside risk management; using the letter of the contract to facilitate rather than dictate behaviour; and, the power of influence to enable decision making. The shared experiences of the authors identify an attribution framework underpinning the contractual frame and extends into the effective planning and execution traits of high-performing, co-operative JVs.

Strategic alliances: Red, green, or “watermelon” candidates in Mexican legislative elections

2018 ◽  
Vol 26 (6) ◽  
pp. 760-769
Author(s):  
Jae-Jae Spoon ◽  
Amalia Pulido-Gómez
Keyword(s):  
Strategic Alliances ◽  
Party Politics ◽  
Party Competition ◽  
New Democracies ◽  
Legislative Elections ◽  
Green Party ◽  
Developing Democracies ◽  
Institutional Revolutionary Party ◽  
Revolutionary Party

What role do small parties play in new democracies? Although some research has posited that these parties developed to promote policies that the major parties were not addressing, we argue that they are as opportunistic as their larger party competitors. To test our argument, we examine the legislative electoral alliances between the Institutional Revolutionary Party (PRI) and the Ecological Green Party of Mexico (PVEM) in single member districts from 2006 to 2015. In alliance districts, the parties distribute the districts between them: those in which the candidate is from the PRI and those in which the candidate is from the PVEM. There is then a second dynamic in these electoral alliances: Many of the PVEM candidates are former PRI politicians, whom we refer to as “watermelon” candidates, as they are green on the outside and red on the inside. We argue that the parties will select the alliance strategy that will be most electorally beneficial—running a PRI, PVEM, or watermelon candidate. We find that running a PRI or watermelon candidate increases the alliance’s probability of winning. Our findings have important implications for understanding Mexican party politics as well as the role of small parties and party competition in developing democracies.

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