his.sePublikasjoner
Endre søk
RefereraExporteraLink to record
Permanent link

Direct link
Referera
Referensformat
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Annet format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annet språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf
Determinants of the international strategic alliance process and alliance failure: learning from the Volvo-Renault break-up
Högskolan i Skövde, Institutionen för handel och företagande. Högskolan i Skövde, Forskningsspecialiseringen Framtidens Företagande. (Knowledge and Innovation Management (KIM))
King Abdul Aziz University, Saudi Arabia.
2017 (engelsk)Inngår i: International Journal of Strategic Business Alliances, ISSN 1756-6444, E-ISSN 1756-6452, Vol. 6, nr 1/2, s. 86-110Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

While the scholarly focus has shifted from strategic alliance formation to alliance performance and thus alliance outcome, the process that leads to a particular outcome: alliance success or alliance failure remains indeterminate. Given their high failure rate, this study aims to identify factors that contribute to an alliance failure to better understand the strategic alliance management process to help alliances survive. Purposefully, the Volvo-Renault alliance break-up is investigated. A Process Model for International Strategic Alliance Lifecycle is developed. The findings establish that post-formation, the strategic alliance process necessitates managing interactions among: partners’ objectives; partners’ resource contribution; access to partner’s network; and alliance performance. However, for an alliance to sustain, learning and assessment must be an integral part. Learning and assessment are critical strategic inputs that serve as ‘binding forces’, and as an ‘alert mechanism’ whereby timely corrective managerial actions are triggered in favor of an alliance sustainability and vice versa.

sted, utgiver, år, opplag, sider
2017. Vol. 6, nr 1/2, s. 86-110
Emneord [en]
strategic alliance formation, life cycle, management process
HSV kategori
Forskningsprogram
Knowledge and Innovation Management (KIM)
Identifikatorer
URN: urn:nbn:se:his:diva-14968DOI: 10.1504/IJSBA.2017.10009842OAI: oai:DiVA.org:his-14968DiVA, id: diva2:1191412
Tilgjengelig fra: 2018-03-19 Laget: 2018-03-19 Sist oppdatert: 2018-04-25bibliografisk kontrollert

Open Access i DiVA

Fulltekst mangler i DiVA

Andre lenker

Forlagets fulltekst

Personposter BETA

Abraha Gebrekidan, Desalegn

Søk i DiVA

Av forfatter/redaktør
Abraha Gebrekidan, Desalegn
Av organisasjonen
I samme tidsskrift
International Journal of Strategic Business Alliances

Søk utenfor DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric

doi
urn-nbn
Totalt: 257 treff
RefereraExporteraLink to record
Permanent link

Direct link
Referera
Referensformat
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Annet format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annet språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf