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Hyder, Akmal
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Publications (9 of 9) Show all publications
Abraha Gebrekidan, D. & Hyder, A. S. (2014). A Longitudinal Study of Strategic Alliances in Eastern and Central Europe: The Case of ACCEL Share Company (ASC) and two Local Firms in Lithuania. In: : . Paper presented at British Academy of Management Conference 2014, The Role of the Business School in Supporting Economic and Social Development, 9th to 11th September 2014, Belfast, United Kingdom. British Academy of Management
Open this publication in new window or tab >>A Longitudinal Study of Strategic Alliances in Eastern and Central Europe: The Case of ACCEL Share Company (ASC) and two Local Firms in Lithuania
2014 (English)Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
British Academy of Management, 2014
National Category
Business Administration
Research subject
Humanities and Social sciences; Retailing and International Business
Identifiers
urn:nbn:se:his:diva-10371 (URN)978-0-9549608-7-2 (ISBN)
Conference
British Academy of Management Conference 2014, The Role of the Business School in Supporting Economic and Social Development, 9th to 11th September 2014, Belfast, United Kingdom
Available from: 2014-12-09 Created: 2014-12-09 Last updated: 2019-11-08Bibliographically approved
Hyder, A., Abraha Gebrekidan, D. & Mukhtar, S.-M. (2014). Cross-Cultural Strategic Alliances: Lessons from Swedish Firms in Eastern and Central Europe. Journal of Euromarketing, 23(4), 29-44
Open this publication in new window or tab >>Cross-Cultural Strategic Alliances: Lessons from Swedish Firms in Eastern and Central Europe
2014 (English)In: Journal of Euromarketing, ISSN 1049-6483, E-ISSN 1528-6967, Vol. 23, no 4, p. 29-44Article in journal (Refereed) Published
Place, publisher, year, edition, pages
IMDA Press, 2014
Keywords
Internationalization, Cross Cultural, Strategic Alliances, Alliance Performance, Cultural Learning, Reseource Exchange, Sweden, Eastern and Central Europe
National Category
Business Administration
Research subject
Retailing and International Business
Identifiers
urn:nbn:se:his:diva-10819 (URN)
Available from: 2015-04-01 Created: 2015-04-01 Last updated: 2019-11-08Bibliographically approved
Hyder, A. S. & Abraha, D. (2014). Cross-cultural strategic alliances: Lessons from Swedish firms in Eastern and Central Europe. In: Shifts in and global competitiveness, markets and consumers: Is management prepared for a new business paradigm?. Paper presented at Twenty third Annual World Business Congress, June 24-28, 2014, Atilim University, Ankara, Turkey (pp. 48-54). International Management Development Association
Open this publication in new window or tab >>Cross-cultural strategic alliances: Lessons from Swedish firms in Eastern and Central Europe
2014 (English)In: Shifts in and global competitiveness, markets and consumers: Is management prepared for a new business paradigm?, International Management Development Association , 2014, p. 48-54Conference paper, Published paper (Refereed)
Abstract [en]

This study aims to explore factors affecting the formation and operation of strategic alliances, and the impact of these factors on performance. The underlying premise being that different cultures affect strategic alliances differently. The study is based on the analysis of 20 alliances between firms in Eastern and Central Europe and their Swedish partners. Significant differences were found across countries. The paper concludes with implications for managers responsible for managing international alliances in terms of effectiveness of their role, as well as their cultural awareness and ability to deal with cultural differences.

Place, publisher, year, edition, pages
International Management Development Association, 2014
Keywords
strategic alliances, cultural differences, motives, resources, adaptation, performance, learning
National Category
Business Administration
Research subject
Humanities and Social sciences; Retailing and International Business
Identifiers
urn:nbn:se:his:diva-9745 (URN)1-888624-13-2 (ISBN)
Conference
Twenty third Annual World Business Congress, June 24-28, 2014, Atilim University, Ankara, Turkey
Available from: 2014-08-21 Created: 2014-08-21 Last updated: 2019-11-08Bibliographically approved
Hyder, A. S. & Abraha, D. (2014). Marketing strategy in emerging market alliance: A longitudinal study. Journal of international business and entrepreneurship development, 7(4), 309-325
Open this publication in new window or tab >>Marketing strategy in emerging market alliance: A longitudinal study
2014 (English)In: Journal of international business and entrepreneurship development, ISSN 1747-6763, Vol. 7, no 4, p. 309-325Article in journal (Refereed) Published
Abstract [en]

Abstract: By applying a longitudinal perspective, this study examines how an alliance formulates and implements its marketing strategy based on motives, resources, learning, network and performance, in Central and Eastern Europe(CEE). An in-depth study on a Hungarian alliance between a Swedish medical engineering company and a local partner has been conducted. The data is collected in two periods: 1999 and 2009, and for the convenience of the analysis, the result has been presented in two phases. By comparing the phases, it is shown how the environment in which the alliance operates changes and how the alliance responses by improving its marketing strategy. Major variation of the strategy includes focus on small and dental clinics, development of intensive contacts with big hospitals to gain huge contracts after the reformation of the healthcare sector and finding a balance between lowering price and maintaining high quality of the products and services.

Place, publisher, year, edition, pages
InderScience Publishers, 2014
Keywords
healthcare, resources, learning, network, longitudinal study, general environment
National Category
Business Administration
Research subject
Humanities and Social sciences; Retailing and International Business
Identifiers
urn:nbn:se:his:diva-9738 (URN)10.1504/JIBED.2014.064451 (DOI)
Available from: 2014-08-20 Created: 2014-08-20 Last updated: 2019-11-08Bibliographically approved
Abraha Gebrekidan, D. & Hyder, A. S. (2009). From industrial networks to strategic alliances or vice-versa. International Journal of Business and Emerging Markets, 1(4), 361-386
Open this publication in new window or tab >>From industrial networks to strategic alliances or vice-versa
2009 (English)In: International Journal of Business and Emerging Markets, ISSN 1753-6219, E-ISSN 1753-6227, Vol. 1, no 4, p. 361-386Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is: to highlight the impact of industrial networks on strategic alliances; to determine if alliances help firms to build up new or strengthen existing networks; to find out whether alliances succeed or precede networks. Our findings show that well-developed networks have a positive impact on how alliances function and the results that they can achieve. The other finding is that alliances defend and strengthen networks, and also enable firms to build new ones or penetrate those of their alliance partner(s). The final conclusion is that it is difficult to determine if alliances succeed or precede networks.

Place, publisher, year, edition, pages
InderScience Publishers, 2009
Keywords
industrial networks, strategic alliances, resources, performance, learning
National Category
Social Sciences
Research subject
Humanities and Social sciences
Identifiers
urn:nbn:se:his:diva-3317 (URN)10.1504/IJBEM.2009.023922 (DOI)
Available from: 2009-07-10 Created: 2009-07-10 Last updated: 2017-12-13Bibliographically approved
Hyder, A. S. & Abraha, D. (2008). Institutional factors and strategic alliances in eastern and central Europe. Baltic Journal of Management, 3(3), 289-308
Open this publication in new window or tab >>Institutional factors and strategic alliances in eastern and central Europe
2008 (English)In: Baltic Journal of Management, ISSN 1746-5265, E-ISSN 1746-5273, Vol. 3, no 3, p. 289-308Article in journal (Refereed) Published
Abstract [en]

Purpose - The study deals with institutional factors that have impact on the operation of east-west alliances. Applying Kostova and Roth's terminology of institutional and relational contexts, this paper aims to address how alliance relationship based on resources, learning and performance organizes and functions, and how institutional factors influence the alliance relationship. Design/methodology/approach - To properly highlight the role of institutional factors, eastern and central Europe (ECE) is divided into four categories, namely fast adapters, high and low medium adapters and slow adapters. A total of 20 alliances operating in different country categories have been selected for the study. In all alliances, foreign partners are Swedish firms and engaged in the manufacturing industry, Semi-structured interviews containing both a fixed set of questions and a set of open-ended questions have been used for data collection. Findings - The impact of institutional factors on firms in slow-adapting countries was uniformly high, the initiatives taken were usually fruitless and ineffective. In the case of medium-adapters, the impact was largely mitigated over time as alliances passed through the different stages. The least impact was, as expected, observed among the alliances in fast-adapting countries. However, the result needs to be taken with some caution as the data include alliances where partners come from a single western country. Practical implications - For direct investment, managers need to take the institutional factors seriously as ECE countries undergo a transition period and the economical situations of these countries shows a wide variation. For example, if need of return is quick, the managers should invest in a fast-adapting country or in a medium-adapting country but not at all in a slow-adapting country. Originality/value - This paper makes a unique contribution by focusing institutional factors which affect strategic alliances in ECE. One future study can concern cultural impact on business environment and new business development in ECE. Another interesting area of research could deal with medium-adapting countries because the members of this group show different level of adaptation and performance.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2008
Keywords
Strategic alliances, Market economy, Organizational analysis, Government policy, Eastern Europe
National Category
Social Sciences
Research subject
Humanities and Social sciences
Identifiers
urn:nbn:se:his:diva-6870 (URN)10.1108/17465260810902379 (DOI)000260454100004 ()2-s2.0-52949139805 (Scopus ID)
Available from: 2012-11-30 Created: 2012-11-30 Last updated: 2017-12-07Bibliographically approved
Hyder, A. S. & Abraha, D. (2006). Strategic Alliances in the Baltic States: A case of Swedish Firms. Competitiveness Review: an international business journal, 16(3-4), 173-196
Open this publication in new window or tab >>Strategic Alliances in the Baltic States: A case of Swedish Firms
2006 (English)In: Competitiveness Review: an international business journal, ISSN 1059-5422, E-ISSN 2051-3143, Vol. 16, no 3-4, p. 173-196Article in journal (Refereed) Published
Abstract [en]

The importance of the Baltic states has increased due to increase of capital inflow from the West. A large part of the foreign involvement takes the form of alliance with local partners in the region. But how these alliances operate and fulfill the objectives of the partners in the Baltic states remain almost unexplored. By the help of depth interviews, four alliances, two in Estonia and the other two in Lithuania, have therefore been studied in this research work. The theoretical framework is based on the concepts of motives, resources, learning, network, performance and general environment. Cost reduction, market seeking, and development and maintenance of services have been the main motives of foreign firms in entering into the alliances. No clear cut motive is observed from the local partners’ side. Learning has been found important for both the partners and concerns cultural differences, local knowhow and adaptation to the Western way in doing business. A broader view of performance is presented by including network development in the article. Profitability, market share, and sales have been seen as short term while network development and relationships as longterm performance criteria in the alliances. The role of general environment on alliances and its impact on network development have also been observed. This study further suggests that alliances offering service dominated products concentrate on the local markets, while alliances offering products with less service elements have export as the target.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2006
Keywords
Baltic states, Eastern Europe, Estonia, International investments, International trade, Lithuania, Partnerships, Strategic alliances, Sweden
Identifiers
urn:nbn:se:his:diva-2081 (URN)10.1108/cr.2006.16.3_4.173 (DOI)2-s2.0-50649108273 (Scopus ID)
Available from: 2008-05-28 Created: 2008-05-28 Last updated: 2017-12-12Bibliographically approved
Hyder, A. S. & Abraha, D. (2004). Product and Skills Development in Small- and Medium-sized High-tech Firms through International Strategic Alliances. Singapore Management Review: Asia-Pacific Journal of Management Theory and Practice, 26(2), 1-24
Open this publication in new window or tab >>Product and Skills Development in Small- and Medium-sized High-tech Firms through International Strategic Alliances
2004 (English)In: Singapore Management Review: Asia-Pacific Journal of Management Theory and Practice, ISSN 0129-5977, Vol. 26, no 2, p. 1-24Article in journal (Refereed) Published
Abstract [en]

Major studies on strategic alliances have until now concentrated on large firms, thus opportunities and problems related to the formation and operation of alliances by small- and medium-sized firms remain unexplored. This study concentrates on product and skills development

in high-tech small- and medium-sized firms (SMHT) through international strategic alliances. Due to the explorative nature of the study, a qualitative method has been used for data collection and analysis. A theoretical framework consisting of motives, resources, learning, network, and performance has been applied to analyse case studies. Learning, complementarity of resources, and development of long-term relationships are found to be closely related with performance. Another finding is that environmental issues often have significant impact on the development of alliances.

Place, publisher, year, edition, pages
Singapore Institute of Management, 2004
Keywords
Resources, Market, Technology, Motives, Network, Learning, Performance
Identifiers
urn:nbn:se:his:diva-1534 (URN)
Available from: 2007-07-09 Created: 2007-07-09 Last updated: 2017-11-27Bibliographically approved
Hyder, A. S. & Abraha, D. (2003). Strategic Alliances in Eastern and Central Europe. Oxford: Pergamon Press
Open this publication in new window or tab >>Strategic Alliances in Eastern and Central Europe
2003 (English)Book (Other academic)
Place, publisher, year, edition, pages
Oxford: Pergamon Press, 2003
Series
International business and management
Identifiers
urn:nbn:se:his:diva-1818 (URN)0-08-044208-0 (ISBN)
Available from: 2007-06-15 Created: 2007-06-15 Last updated: 2017-11-27Bibliographically approved

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