How do MNEs shape their international strategic alliances to . . . The international strategic alliances can be regarded as a cooperation mode between firms under international mobility and connection, linking goals and missions of firms to enhance the resource usability and the autonomy management of organizations (Nielsen and Gudergan, 2012; Li et al , 2013; Ho and Wang, 2015; Li and Reuer, 2022)
Collaborative Partnerships and Alliances: Key to Successful . . . Clear agreements help prevent misunderstandings down the line Moreover, cultural compatibility is vital, particularly in cross-border alliances Open and transparent communication fosters trust and enhances collaboration, making it easier to navigate challenges together Leveraging Technology in Partnerships and Alliances
Successful Alliances: Building Firm-Level Capability “The answer to this ‘alliance paradox,’” notes Singh, “isn’t to stop forming alliances They are and will continue to be a fast and flexible way to access complementary resources and skills that reside in other companies Organizations need to get better at managing their alliances by developing firm-level capability
8 Essential Global Expansion Strategies | The ConnectaVerse For example, a non-equity alliance might involve sharing technology or collaborating on R D, while a joint venture could mean establishing a new entity owned by both partners These alliances offer significant global expansion benefits, enabling scale-ups to expand globally with greater efficiency Building and Sustaining Successful Alliances
Capacity management by global shipping alliances: findings . . . The present article uses game experiments to understand the dynamics of oligopolistic competition in liner shipping markets We show how a limited number of carriers, interacting over time, acting independently or grouped into global shipping alliances, are able to effectively and jointly reduce excess capacity A serious game (called TRALIN) has been designed to this end, mimicking the global
Strategic alliances and dynamic capabilities: a systematic . . . Thus, alliances, once properly managed and with well-defined structure and purpose, can help firms achieve a sustainable competitive advantage Alliances can serve as a type of strategic choice or an alternative that can enable companies to cope with unstable, global and competitive environments permeated by (new) threats and opportunities
Strategic agility, internationalisation speed and . . . International success depends on the orchestration of resources and the ability to both respond to local market needs and leverage the firms' global presence as firms aim to achieve a fit (Khanna et al , 2005) As such, considering strategic agility and internationalisation speed simultaneously exemplifies the dual forces that coexist and make