452,912 research outputs found

    Strategic partnership in new multipolar world order: European Union’s ‘Three-Step Strategy’. Theory and empirical evidence in the European Union from a multidimensional approach

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    The EU has developed a ‘three-step strategy’, which pre-supposes strategic partnerships, firstly, with traditional post-Second World War Western partners, secondly, with the anticipated advantage of regional and inter-regional organization, and, thirdly, with the involvement of emerging powers in a new multipolar world order. However, there are some uncertainties with regard to the relationship between bilateral ‘strategic partnerships’ and the EU’s regional and inter-regional ‘strategies’. The present paper aims to investigate the role of strategic partnership and international institutions in new multipolar world order, to compare these concepts of strategic partnership with the realities of regional integration, and to match the bilateral and multilateral approaches toward strategic partnership. At the same time, the paper will offer an analysis of the six regional organizations in order to compare bilateral ‘strategic partnerships’ and the EU’s regional ‘strategies’, simultaneously applying both techniques: the binary logistic model and the synthetic index of strategic partner suitability.Universidad de Málaga, Campus de Excelencia Internacional Andalucía Tec

    Building Community Assets: Growing Lower-Income Credit Union Membership through Community and Credit Union Partnerships

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    This report details the partnership process and lessons learned from a two-year technical assistance program designed to help community organizations partner with mainstream credit unions with the goal of enrolling new lower-income members or expanding an existing partnership. The case studies describing these partnerships identify four strategic areas through which partnerships can be strengthened and the common barriers to developing a successful partnership can be overcome

    Nutritional and Phytochemical Content of High-Protein Crops

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    The authors acknowledge support from the Scottish Government’s Rural and Environment Science and Analytical Services Division (RESAS) via their strategic research and partnership programs.Peer reviewedPostprin

    Need and potential risks of strategic alliances for competing successfully

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    In today’s global economy, many companies’ managers consider strategic alliances as a key strategic alternative. Even if it is true that strategic alliances can be a really powerful competitive tool, managers should pay attention to all potential risks before involving in a partnership. This paper aims to address a series of issues that may arise when forming a strategic alliance.strategic management, strategic alliances, cross culture

    Analysis of Strategic Partnership Strategy to Accelerate the Business Growth of Pertamina

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    This reseach analyze the strategic partnership strategy to accelerate the business growth of Pertamina, in another word to explain an effect of non-financial performance of Pertamina. The objectives of study is to reveal the current strategic partnership strategy that implemented by Pertamina and to recommend the advance strategic partnership to accelerate their business growth. This research used qualitative research approach and explanatory method which employs both primary data and secondary data to gauge the impacts of strategic partnership onto Pertamina. The result of analysis shows that strategic partnership contributes moderately towards acceleration of the business growth of Pertamina

    Assessing the Development of Sub-regional and Local Strategic Partnerships: A Comparison of Durham and Northumberland, North East, and Leicester, East Midlands

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    This paper examines the development of strategic partnerships at local and sub-regional levels in the light of recent duty placed on local government to promote regeneration and overall well-being. The paper identifies four propositions for regeneration, as well as seven criteria for effective partnership functioning. It then attempts to empirically test these propositions and criteria on six cases of strategic partnerships in the North East and East Midlands. It argues that although there are indications of successful partnership arrangements for effective regeneration there are some dysfunctional elements that need to be considered

    From partnership to firm:Hybridity as source of routine change

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    Strategic partnerships have recently gained foothold in the Danish construction industry as a novel collaborative interorganisational relationship. Strategic partnerships have so far been used in major construction programmes and can be seen as a hybridised organisational form that draws on multiple existing organisational forms in creating new interorganisational routines and developing collective knowledge. The objective of the paper is to explore how a strategic partnership creates new routines by developing collective knowledge, and how these routines are transferred to the constituent organisations as firm-specific routines. Empirically, we draw on data from a strategic partnership between the City of Copenhagen\u27s client unit, ByK, and a group of six AEC firms that constitutes the consortium named TRUST. Data is collected in the period 2017-2019 and consists of 22 interviews describing developments in the strategic partnership and in the constituent firms. In the analysis, we apply an institutional theory perspective in a parallel analysis of developments in the strategic partnership and in two of the constituent firms (the client and the contractor). We show that the strategic partnership creates new interorganisational routines in pursuit of collective knowledge and that the constituent firms learn from their engagement in the strategic partnership, which leads to creation of new routines and changes in existing routines. As such, the paper contributes to an understanding of how new intraorganisational routines created in a strategic partnership ramify to firm-specific routines in the constituent firms

    An overview of the EU-SA Strategic Partnership 10 years on : diverging world views, persisting interests

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    Abstract: The EU-SA Strategic Partnership (SP) has entered its 10th year. It is a product of its time and particular regional and international circumstances. These having changed somewhat over the course of the last decade, it is not surprising that the dynamics of the relationship, expressed through the strategic partnership’s parameters, have undergone commensurate changes. Based on the recognition that the partnership is between a multilateral institution and a state, the difference in their respective strategic positions is inevitable. The challenge therefore, is for the EU-SA Strategic Partnership to maintain a flexibility that allows for continued contestation, development and relevance. This paper reviews the historical context of the partnership and the challenging dynamics that have evolved over the lifespan of partnership, providing the basis for the thematic discussion which follow in this issue. The analysis in this article demonstrates that in spite of acknowledged challenges, the functionality of the strategic partnership based on persisting interests remains intact

    Beyond Bilateral: The Constitutive Dimensions of Strategic Partnership between Japan and Thailand

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    This article discusses bilateral state cooperation that was developed, with the agreement of both states, into a more comprehensive and long-term partnership, known as a Strategic Partnership. The dynamics in the bilateral relationship between these states, then become an attraction to further analyze the Japan-Thailand strategic partnership. The focus in this article is on the function of the strategic partnership, the roles of the two actors, and viewing it in a constitutive dimension. The author uses qualitative research using primary and secondary data in analyzing. The relationship and interactions between Japan and Thailand are analyzed on three levels: international, bilateral and individual, using the concept of strategic partnership as a social interaction between global actors and the role-playing that occurs. By observing from the perspective of both actors, the authors argue that the strategic partnership agreed upon by Japan and Thailand acts as an agency that facilitates self-conception to maintain their position, status and role in the international system

    Undernutrition and stage of gestation influence fetal adipose tissue gene expression

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    Funded by the Scottish Government’s Rural and Environment Science and Analytical Services Division (RESAS), including the Strategic Partnership for Animal Science Excellence (SPASE) and the U.S. National Institutes of Health (HD045784). None of the authors had any financial or personal conflicts of interest.Peer reviewedPostprin
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