Showing papers on "Strategic alliance published in 1991"
TL;DR: In this article, a multilevel typology of interfirm diversity and organizational learning and adaptation are identified as critical processes that dynamically moderate diversity's impact on alliance longevity and effectiveness.
Abstract: Organizational theorists have correctly argued that the emergence and maintenance of robust cooperation between global strategic alliance partners is related to the diversity in the partners' characteristics. Yet previous research has failed to systematically delineate the important dimensions of interfirm diversity and integrate the dimensions into a unified framework of analysis. This paper develops a multilevel typology of interfirm diversity and focuses on organizational learning and adaptation as critical processes that dynamically moderate diversity's impact on alliance longevity and effectiveness.
1,076 citations
TL;DR: The degree of commitment involved in such alliances varies from case to case but, nevertheless, must be handled properly from the outset to avoid problems for the parties concerned as mentioned in this paper, and each of the seven critical insights for developing and managing strategic alliances is discussed in detail.
Abstract: Co‐operation between two or more firms joined in an alliance is becoming increasingly important in competitive international business. It is a means to an end whereby firms gain from each other′s respective qualities and attributes in aiming towards business success. The degree of commitment involved in such alliances varies from case to case but, nevertheless, must be handled properly from the outset to avoid problems for the parties concerned. The article delineates seven critical insights for developing and managing strategic alliances and each is discussed in detail. It is concluded that if these seven factors are analysed by each organisation at the outset of negotiations to form an alliance, then the chances of a strategic alliance succeeding are improved.
23 citations
TL;DR: In this article, the authors investigated the differences between US and Portuguese executives with regard to their attitudes toward the role of executive courage in the business organization and found that Portuguese organizations exhibited significantly more control over the actions of their executives and rewarded efficiency rather than effectiveness.
Abstract: This study represents an effort to gain insights into the differences between US and Portuguese executives with regard to their attitudes toward the role of executive courage in the business organization Eighty Portuguese and 40 American executives participated in the study Four research questions were formulated and investigated Results show that the two groups of executives tended to be more similar than different However, some statistically significant differences between the two samples were detected Portuguese organizations exhibited significantly more control over the actions of their executives and rewarded efficiency rather than effectiveness, when compared to American business organizations Implications for strategic alliances between Portuguese and American executives are discussed and recommendations for future research are provided
2 citations
1 citations