Analysis of Strategic Alliances and Vertical Cooperation in the Beef Industry

This study was conducted to increase available knowledge about strategic alliances and vertical cooperation in the beef industry. Proponents of strategic alliances promise producers and the industry increased returns. Information about alliance characteristics is limited. The overall objective of this research was to increase available information about beef alliances so producers can make more informed decisions regarding their use. Specific objectives of this research were (1) develop an accurate list of alliances and their characteristics, (2) identify the characteristics in the alliance that influence vertical cooperation, (3) devise a categorization system for each characteristic, and (4) develop a measurement system to classify alliances according to the degree of vertical cooperation they achieve. Primary contributions of this research are increased information about strategic alliances and an investigative tool that can be used by producers, alliances and industry segments. Data for this research were collected from twenty-seven different alliances during 1997 - 1998. Six different scoring methods were used to calculate the degree of vertical cooperation achieved by an individual alliance. Rank correlation tests were conducted between each combination of the six scoring method

Learning in Strategic Alliances

{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

Globalization, NGOs and Multi-Sectoral Relations

This paper seeks to make sense of the impact of globalization on nonprofit, nongovernmental organizations. We argue that globalization processes have contributed to the rising numbers and influence of NGOs in many countries, and particularly in the international arena. International NGOs and NGO alliances are emerging as increasingly influential players in international decision-making, and we discuss some of the roles they can be expected to play in the future. We consider whether the emergence of domestic and international NGOs as important policy makers strengthens or weakens the future of democratic accountability, and we suggest several patterns of interaction among civil society, government and business in future governance issues.This publication is Hauser Center Working Paper No. 1. The Hauser Center Working Paper Series was launched during the summer of 2000. The Series enables the Hauser Center to share with a broad audience important works-in-progress written by Hauser Center scholars and researchers

Introduction: The history and scope of the sociology of higher education

No abstract available

Accountability, Strategy, and International Non-Governmental Organizations

Increased prominence and greater influence expose international non-governmental development and environmental organizations (INGOs) to increased demands for accountability from a wide variety of stakeholdersdonors, beneficiaries, staffs, and partners among others. This paper focuses on developing the concept of INGO accountability, first as an abstract concept and then as a strategic idea with very different implications for different INGO strategies. We examine those implications for INGOs that emphasize service delivery, capacity-building, and policy influence. We propose that INGOs committed to service delivery may owe more accountability to donors and service regulators; capacity-building INGOs may be particularly obligated to clients whose capacities are being enhanced; and policy influence INGOs may be especially accountable to political constituencies and to influence targets. INGOs that are expanding their activities to include new initiatives may need to reorganize their accountability systems to implement their strategies effectively. This publication is Hauser Center Working Paper No. 7. The Hauser Center Working Paper Series was launched during the summer of 2000. The Series enables the Hauser Center to share with a broad audience important works-in-progress written by Hauser Center scholars and researchers

Power in Coalition: Strategies for Strong Unions and Social Change

{Excerpt} For decades, unions around the world, like the teachers\u27 union in Australia, have been struggling. Across advanced English-speaking economies, we have seen the rising power of capital and its increasing influence over government. This has created a hostile environment for unions, characterized by aggressive employers, unfriendly governments, and declining union membership. Unions have been forced to reevaluate their role and objectives. Debates have considered how unions could advance the conditions of their members and whether achieving this goal also requires a more fundamental confrontation with the political and economic logic that underpins this crisis for unions (Hyman 2007). This book is about the promise of successful coalitions. I consider why coalitions have re-surfaced as a strategy and the various ways in which coalitions can successfully achieve social change and rebuild the organizational strength of civil society. To do this, I identify three elements of coalitions using case studies based in Australia, the United States, and Canada. I draw out key principles about how to build strong coalitions and the circumstances under which coalitions succeed. I apply these lessons directly to unions, distinguishing the ways in which coalitions support union revitalization and enable unions to win on issues and build political agendas that they have struggled with on their own

Analysis of the satisfaction factors in international cooperation activities with and without capital investment in SMEs

The paper analyzes international medium and long-term cooperation by legally and economically independent SMEs. In a frame of reference using decision and contingency theory, a model is constructed for two phases of cooperation activity. It is postulated that the success of cooperation activity depends on whether the system variables structure, strategy and culture are consistent during realization. At the same time, the decisions made in the initiation phase of cooperation activity are modeled directly and indirectly on its success. An empirical examination on the effect relationships from the point of view of 164 SME managers provides tentative proof of the effect relationships postulated, namely in a comparison of cooperation activities with and without capital investment. An overall model is proposed for phase observation of cooperation activities.capital investment, international cooperation, satisfaction factors, small or medium size enterprise (SME).

Democracy, Race, and Multiculturalism in the Twenty-First Century: Will the Voting Rights Act Ever be Obsolete?

Part I of this essay begins one hundred years before the passage of the Act, with Reconstruction. I briefly canvas the interracial alliances of the Reconstruction and Redemption periods, underscoring that American democracy has been most responsive to the masses, including working class whites, when interracial alliances between whites and blacks commanded majority power. I then recount how a politics of white supremacy animated and perpetuated racial schisms between blacks and whites for a century in the South. Part II describes how the Act came to be passed, emphasizing the role of protest and coalition politics in its enactment, and the dramatic impact of the Act in fostering active participation by communities of color in American politics. Part III explores the opportunities and challenges presented by growing diversity of the electorate, underscoring the modem manifestations of historic racial divides in American politics. There is a continued, albeit less pronounced, strain of race loyalty in voting patterns that we have not yet vanquished