Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Development of an Integrated Model of Strategic Alliance


Affiliations
1 National Institute of Industrial Engineering, Vihar Lake Road, Mumbai, 400087, India
     

   Subscribe/Renew Journal


Strategic alliances (SAs) have become a central perspective on strategic management of firms. Inter-firm collaboration (and not just competition) as an approach has been established as a new way of thinking for strategy managers. Strategic alliances can create value for firms very quickly, yet history is replete with instances wherein many of them have failed prematurely. SAs can be better managed if managers can apply an integrated perspective. This paper attempts to develop an integrated framework on SA based upon inputs from strategic management theories like Resource Based View, Industrial Organization Theory, Dynamic Capabilities, Agency Theory, Transaction Cost Economies and Stakeholder Theory.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Aaker, D. A. (1989), “Managing Assets and Skills: The Key to a Sustainable Competitive Advantage”, California Management Review, 31(2): 91-106.

  • Ali, A. (1981),”The Arab Executive: a Study in Values and Work Orientation”, Management International Review, 21(3): 10-18.

  • Artz, K. W. & Brush, T. H. (2000), “Asset Specificity, Uncertainty and Relational Norms: an Examination of Coordination Costs in Collaborative Strategic Alliances”, Journal of Economic Behavior & Organization, 41(4): 337-62.

  • Bank, D. (2018),”Internationalization and Strategic Alliances”, in Business Education and Ethics: Concepts, Methodologies, Tools, and Applications, IGI Global, Hershey, Pennsylvania.

  • Barney, J. B. (2001),”Resource-based Theories of Competitive Advantage: A Ten-year Retrospective on the Resource-based View”, Journal of Management, 27(6): 643-50.

  • Bhargava, R. C. (2010), The Maruti Story: How a Public Sector Company Put India on Wheels, Harper Collins, New Delhi.

  • Bhattacharyya, S. S. (2012),”Observations on the Realities Regarding Corporate Social Re Sponsibility from the Emerging Economy of India”, International Journal of Indian Culture and Business Management, 5(2): 162-83.

  • Bhattacharyya, S. S.& Shaik, J. (2009),”Topic– strategic Alliances: Perspectives from Indian Life Insurance Industry”, International Journal of Indian Culture and Business Management, 3(1): 98-120.

  • Bingham, C. B.& Eisenhardt, K. M. (2008),”Position, Leverage and Opportunity: a Typology of Strategic Logics Linking Resources with Competitive Advantage”, Managerial and Decision Economics, 29(2 3): 241-56.

  • Borys, B. & Jemison, D. B. (1989),”Hybrid Arrangements as Strategic Alliances: Theoretical Issues in Organizational Combinations “,Academy of Management Review, 14(2): 234-49

  • .Burgers, W. P., Hill, C. W. & Kim, W. C. (1993),”A Theory of Global Strategic Alliances: The Case of the Global Auto Industry” , Strategic Management Journal, 14(6): 419-32.

  • Cabrera-Suárez, K., De Saá-Pérez, P.&GarcíaAlmeida, D. (2001),”The Succession Process from a Resource-and Knowledge-based View of the Family Firm”, Family Business Review, 14(1): 37-46.

  • Carleton, J. R., & Lineberry, C. (2004), Achieving Post-merger Success: a Stakeholder’s Guide to Cultural Due Diligence, Assessment, and Integration, John Wiley & Sons.New York.

  • Carroll, A. B. (2004),”Managing Ethically with Global Stakeholders: A Present and Future Challenge”, The Academy of Management Executive, 18(2): 114-20.

  • Chan, P. S. & Heide, D. (1993),”Strategic Alliances in Technology: Key Competitive Weapon”, Society for Advancement of Management Journal, 58(4): 9.

  • Choi, C., Hilton, B. & Millar, C. (2004),Emergent Globalization: A New Triad of Business Systems. Palgrave Macmillan, London.

  • Conner, K. R. (1991),”A Historical Comparison of Resource-based Theory and Five Schools of Thought within Industrial Organization Economics: Do We Have a New Theory of the Firm?” .Journal of Management, 17(1): 121-54.

  • Cullen, J. B., Johnson, J. L.& Sakano, T. (2000),”Success Through Commitment and Trust: The Soft Side of Strategic Alliance Management”, Journal of World Business, 35(3): 223-40.

  • Das, T. K.&Teng, B. S. (1998),”Resource and Risk Management in the Strategic Alliance Making Process “, Journal of Management, 24(1): 21-42.

  • Das, T. K. &Teng, B. S. (2000),”A Resource-based Theory of Strategic Alliances”, Journal of Management, 26(1): 31-61

  • Das, T. K.&Teng, B. S. (2001),”Trust, Control, and Risk in Strategic Alliances, An Integrated Framework”, Organization Studies, 22(2): 251-83.

  • David, R. J.& Han, S. K. (2004),”A Systematic Assessment of the Empirical Support for Transaction Cost Economics”, Strategic Management Journal, 25(1): 39-58.

  • Davies, H., Leung, T. K., Luk, S. T.& Wong, Y. H. (1995),”The Benefits of “Guanxi”: The Value of Relationships in Developing the Chinese Market”, Industrial Marketing Management, 24(3): 207-14.

  • Dicken, P. (1992), Global Shift: The Internationalization of Economic Activity, SAGE Publications Inc. London.

  • Dyer, J. H.& Singh, H. (1998),”The Relational View: Cooperative Strategy and Sources of Inter-organizational Competitive Advantage”, Academy of Management Review, 23(4): 660-79.

  • Eisenhardt, K. M. (1989),”Agency Theory: An Assessment and Review”, Academy of Management Review, 14(1): 57-74.

  • Ernst, D. (1993), Collaborating to Compete: Using Strategic Alliances and Acquisitions in the Global Marketplace, John Wiley & Sons Inc. New York.

  • Felin, T.& Hesterly, W. S. (2007),”The Knowledgebased View, Nested Heterogeneity, and New Value Creation: Philosophical Considerations on the Locus of knowledge”, Academy of Management Review, 32(1): 195-218.

  • Gancel, C., Rodgers, I. & Raynaud, M. (2002), Successful Mergers, Acquisitions and Strategic Alliances: How to Bridge Corporate Cultures, New York, NY: McGraw-Hill.

  • Gertner, J. (2013), The Idea Factory: Bell Labs and the Great Age of American Innovation, Penguin, New York .

  • Grant, R. M.& Baden Fuller, C. (2004),”A knowledge Accessing Theory of Strategic Alliances”, Journal of Management Studies, 41(1): 61-84.

  • Gulati, R. (1999),”Network Location and Learning: The Influence of Network Resources and Firm Capabilities on Alliance Formation”, Strategic Management Journal, 20(5): 397-420.

  • Gulati, R., & Singh, H. (1998),”The Architecture of Cooperation: Managing Coordination Costs and Appropriation Concerns in Strategic Alliances”, Administrative Science Quarterly, 43(4):781-814.

  • Hagedoorn, J.&Duysters, G. (2002),”External Sources of Innovative Capabilities: the Preferences for Strategic Alliances or Mergers and Acquisitions”,Journal of Management Studies, 39(2): 167-88.

  • Hagedoorn, J. & Schakenraad, J. (1994), “The Effect of Strategic Technology Alliances on Company Performance”, Strategic Management Journal, 15(4): 291-309.

  • Hamel, G. (1991),”Competition for Competence and Inter-partner Learning within International Strategic Alliances”, Strategic Management Journal, 12(S1): 83-103

  • Hamel, G., Doz, Y. L., &Prahalad, C. K. (1989),”Collaborate with Your Competitors and Win”, Harvard Business Review,67(1): 133-39.

  • Helfat, C. E. & Peteraf, M. A. (2003),”The Dynamic Resource Based View: Capability Lifecycles”, Strategic Management Journal, 24(10): 997-1010.

  • Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D. &Winter, S. G. (2009),”Dynamic Capabilities: Understanding Strategic Change in Organizations”. John Wiley & Sons, New York.

  • Hoskisson, R. E., Wan, W. P., Yiu, D.&Hitt, M. A. (1999),”Theory and Research in Strategic Management: Swings of a Pendulum”, Journal of Management, 25(3): 417-56.

  • Inkpen, A. C. (2002),”Learning, Knowledge Management, and Strategic Alliances: So Many Studies, So Many Unanswered Questions, Cooperative Strategies and Alliances, Chapter -12, Pergamon: Amsterdam.

  • James, B. G. (1985), “Alliance: the New Strategic Focus”, Long Range Planning, 18(3): 76-81.

  • Jiang, R. J., Tao, Q. T. & Santoro, M. D. (2010),”Alliance Portfolio Diversity and Firm Performance”, Strategic Management Journal, 31(10): 1136-44.

  • Johnson, G. (2016), Exploring Strategy: Text and Cases, Pearson Education, New Delhi.

  • Judge, W. Q.& Dooley, R. (2006). “Strategic Alliance Outcomes: a Transaction Cost Economics Perspective”, British Journal of Management, 17(1): 23-37.

  • Kale, P. &Anand, J. (2006),”The Decline of Emerging Economy Joint Ventures: The Case of India”, California Management Review, 48(3): 62-76.

  • Kale, P.& Singh, H. (2009), “Managing Strategic Alliances: What Do We Know Now, and Where Do We Go from Here?”Academy of Management Perspectives, 23(3):pp-45-62.

  • Kapelus, P. (2002),”Mining, Corporate Social Responsibility and the community”: The case of Rio Tinto, Richards Bay Minerals and the Mbonambi”, Journal of Business Ethics,39(3): 275-96.

  • Kauser, S. & Shaw, V. (2004),”The Influence of Behavioral and Organizational Characteristics on the Success of International Strategic Alliances”, International Marketing Review, 21(1): 17-52.

  • Kotabe, M., & Scott Swan, K. (1995),”The Role of Strategic Alliances in High technology New Product Development”, Strategic Management Journal, 16(8): 621-36.

  • Lambe, C. J.& Spekman, R. E. (1997), “Alliances, External Technology Acquisition, and Discontinuous Technological Change”, Journal of Product Innovation Management, 14(2): 102-16.

  • Li, J. & Guisinger, S. (1992),”The Globalization of Service Multinationals in the “Triad” Regions: Japan, Western Europe and North America”, Journal of International Business Studies, 23(4): 675-96.

  • Lin, Y. & Wu, L. Y. (2014),”Exploring the Role of Dynamic Capabilities in Firm Performance under the Resource-based View Framework”, Journal of Business Research, 67(3): 407-13

  • Lundan, S. & Hagedoorn, J. (2001),”Alliances, Acquisitions and Multinational Advantage”, International Journal of the Economics of Business, 8(2): 229-42.

  • Marks, M. L.& Mirvis, P. H. (2001), “Making Mergers and Acquisitions Work: Strategic and Psychological Preparation, The Academy of Management Executive, 15(2): 80-92.

  • Mathews, J. A. (2006),”Dragon Multinationals: New Players in 21 st Century Globalization, Asia Pacific Journal of Management, 23(1): 5-27.

  • Mowery, D. C., Oxley, J. E. & Silverman, B. S. (1996), “Strategic Alliances and Inter-firm Knowledge Transfer”, Strategic Management Journal, 17(S2), 77-91.

  • Narula, R. & Hagedoorn, J. (1999),”Innovating Through Strategic Alliances: Moving Towards International Partnerships and Contractual Agreements”, Technovation, 19(5): 283-94.

  • O’Dwyer, M. & O’ Flynn, E. (2005),”MNC– SME Strategic Alliances—A Model Framing Knowledge Value as the Primary Predictor of Governance Modal Choice”. Journal of International Management, 11(3): 397-416.

  • Oxley, J. E. (1997), “Appropriability hazards and governance in strategic alliances: A transaction cost approach”, The Journal of Law, Economics, and Organization, 13(2): 387409.

  • Park, N. K., Mezias, J. M. & Song, J. (2004). “A Resource-Based View of Strategic Alliances and Firm Value in the Electronic Marketplace”, Journal of Management, 30(1): 7- 27.

  • Park, S. H.& Luo, Y. (2001),”Guanxi and Organizational Dynamics: Organizational Networking in Chinese Firms”, Strategic Management journal, 22(5): 455-477.

  • Parkhe, A. (1993), “Strategic Alliance Structuring: A Game Theoretic and Transaction Cost Examination of Inter-firm Cooperation. Academy of Management Journal, 36(4): 794-829.

  • Petrella, R. (1996), Globalization and Internationalization, States against Markets: the Limits of Globalization, London ; Routledge.

  • Porter, M. E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competition New York, Free press.

  • Porter, M. E. (1981), “The Contributions of Industrial Organization to Strategic Management,” Academy of Management Review, 6(4): 609-20

  • Porter, M. E. (1985),”Technology and Competitive Advantage”, Journal of Business Strategy, 5(3): 60-78.

  • Porter, M. E. (Ed.) (1986), Competition in Global Industries, Harvard Business Press

  • Reed, R. & DeFillippi, R. J. (1990), “Causal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage”, Academy of Management Review, 15(1): 88-102.

  • Rice, G. (2004), “Doing Business in Saudi Arabia”, Thunderbird International Business Review, 46(1): 59-84.

  • Rosenbloom, A. H. (Ed.)(2010), Due Diligence for Global Deal Making: the Definitive Guide to Cross-border Mergers and Acquisitions, Joint Ventures, Financings, and Strategic Alliances (Vol. 8), John Wiley &Sons, New York USA?

  • Rugman, A. M. (2003),”Regional Strategy and the Demise of Globalization”, Journal of International Management, 9(4): 409-17.

  • Simonin, B. L. (1999), “Transfer of Marketing Know-how in International Strategic Alliances: An Empirical Investigation of the Role and Antecedents of Knowledge Ambiguity”. Journal of International Business Studies, 30(3): 463-90.

  • Sivakumar, N. (2008),”The Business Ethics of Jamsetji Nusserwanji Tata–a Forerunner in Promoting Stakeholder Welfare”, Journal of Business Ethics, 83(2): 353-361.

  • Taylor, C. R., Zou, S. & Osland, G. E. (2000),”Foreign Market Entry Strategies of Japanese MNCs”, International Marketing Review, 17(2): 146-63.

  • Teece, D. J. (2007),”Explicating Dynamic Capabilities: the Nature and Micro foundations of (sustainable) Enterprise Performance”, Strategic Management Journal, 28(13): 1319-50.

  • Teece, D. J., Pisano, G., & Shuen, A. (1999) “Dynamic Capabilities and Strategic Management”, Strategic Management Journal, 18(7):509-533.

  • Teece, D. & Pisano, G. (1994),”The Dynamic Capabilities of Firms: an Introduction”, Industrial and Corporate Change, 3(3): 537-56.

  • Tsang, E. W. (1998), “Motives for Strategic Alliance: a Resource-based Perspective”, Scandinavian Journal of Management, 14(3): 207-21.

  • Vidal, C. J.& Goetschalckx, M. (1997),”Strategic Production-Distribution Models: A Critical Review with Emphasis on Global Supply Chain Models”, European Journal of Operational Research, 98(1): 1-18.

  • Walsh, P. R. (2005), Dealing with the Uncertainties of Environmental Change by Adding Scenario Planning to the Strategy Reformulation Equation”, Management Decision, 43(1): 113-22.

  • Wang, C. L. & Ahmed, P. K. (2007),”Dynamic Capabilities: A Review and Research Agenda”, International Journal of Management Reviews, 9(1): 31-51.

  • Wernerfelt, B. (1984),”A Resource based View of the Firm”, Strategic Management Journal, 5(2): 171-180.

  • Williamson, O. E. (1979), “Transaction-cost Economics: the Governance of Contractual Relations”, The Journal of Law and Economics, 22(2): 233-61.

  • Winter, S. G. (2003),”Understanding Dynamic Capabilities”, Strategic Management Journal, 24(10): 991-95.

  • Yasuda, H. (2005),”Formation of Strategic Alliances in High-technology Industries: Comparative Study of the Resource-based Theory and the Transaction-cost Theory”, Technovation, 25(7): 763-70.

  • Zineldin, M.& Bredenlöw, T. (2003), “Strategic Alliance: Synergies and Challenges: A Case of Strategic Outsourcing Relationship ‘SOUR’”, International Journal of Physical Distribution & Logistics Management, 33(5): 449-64.


Abstract Views: 231

PDF Views: 0




  • Development of an Integrated Model of Strategic Alliance

Abstract Views: 231  |  PDF Views: 0

Authors

Som Sekhar Bhattacharyya
National Institute of Industrial Engineering, Vihar Lake Road, Mumbai, 400087, India

Abstract


Strategic alliances (SAs) have become a central perspective on strategic management of firms. Inter-firm collaboration (and not just competition) as an approach has been established as a new way of thinking for strategy managers. Strategic alliances can create value for firms very quickly, yet history is replete with instances wherein many of them have failed prematurely. SAs can be better managed if managers can apply an integrated perspective. This paper attempts to develop an integrated framework on SA based upon inputs from strategic management theories like Resource Based View, Industrial Organization Theory, Dynamic Capabilities, Agency Theory, Transaction Cost Economies and Stakeholder Theory.

References