46,746 research outputs found

    Behavioral Factors in Strategic Alliances

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    Recently, there has been a growing trend among information technology (IT) organizations to form strategic alliances to increase competitive advantages in the marketplace. For an organization to exploit the benefits of alliances, human factors and IT factors must be among the basic components of any strategic plan (Kemeny & Yanowitz, 2000). Despite the obvious need to consider human and IT factors when developing a long-term plan, many strategic plans developed in the past that led to alliances have failed to consider human aspects. Examples of failure in the implementation of IT systems due to the lack of consideration of human factors have come to light in recent years, but a comprehensive study of the consideration of human factors in the development of strategic alliances resulting in a major IT system alignment for a firm, is still rare in IT literature

    The Psychodynamic Limits of Fractured Relationships: When Emotional Tensile Strength is Broken

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    The Special Session will address factors that lead to the disintegration of once strong partnerships and alliances and outline the psychodynamic limits that lead to fractured relationships. Behavioral constructs employed in a psychiatric medicine setting will be discussed relative to their heuristic value in strategic relationship management setting. Further, the concept of emotional tensile strength will be explored

    Rogue and Deviants: A Game-Theoretic Perspective on Opportunism in Strategic Alliance Relationships

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    Opportunistic behavior is often studied in interfirm relationships, yet we don’t know the different types of behavior that are hidden behind the general opportunism label. Therefore, using game theory as guidance, this dissertation examines the roots of and influences on two types of opportunistic behaviors in strategic alliances. Specifically, the author suggests that the strategic alliances literature would benefit from recognizing that opportunistic behaviors don’t always originate from the firm (rogue-firm opportunism), but instead often originate from individual alliance employees (deviant-personal opportunism). Moreover, this dissertation examines how relational factors between two alliance partners impact these two types of opportunistic behaviors. The relational factors considered in this dissertation are trust, monitoring, and relative alliance identity. Hypotheses presented in this dissertation are tested across two studies. The first study utilizes a behavioral business simulation. It combines survey data collection with objective performance data obtained from the simulation. The second study investigates the hypothesized relationships in a cross-sectional sample of strategic alliance executives. It primarily replies on survey data collection, but also introduces secondary data from SDC Platinum database

    How managers can build trust in strategic alliances: a meta-analysis on the central trust-building mechanisms

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    Trust is an important driver of superior alliance performance. Alliance managers are influential in this regard because trust requires active involvement, commitment and the dedicated support of the key actors involved in the strategic alliance. Despite the importance of trust for explaining alliance performance, little effort has been made to systematically investigate the mechanisms that managers can use to purposefully create trust in strategic alliances. We use Parkhe’s (1998b) theoretical framework to derive nine hypotheses that distinguish between process-based, characteristic-based and institutional-based trust-building mechanisms. Our meta-analysis of 64 empirical studies shows that trust is strongly related to alliance performance. Process-based mechanisms are more important for building trust than characteristic- and institutional-based mechanisms. The effects of prior ties and asset specificity are not as strong as expected and the impact of safeguards on trust is not well understood. Overall, theoretical trust research has outpaced empirical research by far and promising opportunities for future empirical research exist

    Learning in Strategic Alliances

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    {Excerpt} Strategic alliances that bring organizations together promise unique opportunities for partners. The reality is often otherwise. Successful strategic alliances manage the partnership, not just the agreement,for collaborative advantage. Above all, they also pay attentionto learning priorities in alliance evolution. The resource-based view of the firm that gained currency in the mid-1980s considered that the competitive advantage of an organization rests on the application of the strategic resources at its disposal. These days, orthodoxy recognizes the merits of the dynamic, knowledge-based capabilities underpinning the positions organizations occupy in a sector or market. Strategic alliances—meaning cooperative agreements between two or more organizations—are a means to enhance strategic resources: self-sufficiency is becoming increasingly difficult in a complex, uncertain, and discontinuous external environment that calls for focus and flexibility in equal measure. Everywhere, organizations are discovering that they cannot “go” it alone and must now often turn to others to survive

    Open Innovation, ambiguity and technological convergence

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    Objectives. Current paper aims to provide a fresh conceptual framework on the relationship among open innovation, decision ambiguity, and technological convergence. We argue that there is a curvilinear relationship between open innovation and both technological convergence and ambiguity. Contained level of convergence and ambiguity foster open innovation, whilst an excess of them is an impediment to collaboration. Technological convergence further acts as a moderator for ambiguity, in light of the benefits of isomorphism. Methodology. We propose a conceptual framework for open innovation decisions after accurately reviewing the main literature antecedents. Findings. We suggest an inverse u-shaped relationship between open innovation and either ambiguity or technological convergence. Research limits. In future, the theoretical framework proposed by thus study has to be tested with robust and proper statistical techniques on large scale samples. Practical implications. The model offers a heuristic for open innovation decisions under ambiguity. Originality of the study. To the best of our knowledge, the relationship linking open innovation, technological convergence and ambiguity emerges as a literature gap. This study tackles this issue, proposing an interpretation for the analysis of alliances decision in innovation

    Alliance contractual design

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    Our purpose in this paper is to provide an overview of what we know about alliance contracts. After a short introduction to the contents of alliance contracts, we start by contrasting alliance contractual form and governance form. Next, we focus on two related constructs: contractual complexity and contractual completeness. We suggest that contractual complexity is a more adequate construct to investigate in the absence of information about the transaction contemplated in the contract. After that, we present the measures of contractual complexity used in past studies. Then, we go over the determinants of contractual complexity by considering their influence on contracting costs and benefits given environmental and behavioral uncertainty. Conclusions and suggestions for research are offered at the end.alliance contracts; collaborative relationships; contractual complexity; strategic alliances; cooperation; joint ventures;
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