| 21. |
- Abraha, Desalegn, et al.
(author)
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Strategic Alliance Breakups : The Volvo-Renault Story
- 2015
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In: Exploring the Possibilities for Sustainable Future Grows in Business and Technology Management. - : Global Business and Technology Association. - 193291711X ; , s. 1-11
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Conference paper (peer-reviewed)
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| 22. |
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| 23. |
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| 24. |
- Abraha, Desalegn, et al.
(author)
-
The Process of Firm Establishment in International Markets : A European Telecommunications Operator in Latin America
- 2016
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In: 17<sup>th</sup> International Academy of African Business and Development Conference Proceedings. - 9780620709354 ; , s. 376-390
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Conference paper (peer-reviewed)abstract
- Our understanding of the process of firm establishment of foregin firms within the developing and emerging countries remains limited, while the market-specific context-driven nature of the firm establishment process has been largely overlooked in the literature. We aim to address these omissions and explore the establishment process of a Spanish multinational telecommunication firm, Telefónica, in Brazil and Chile applying the "Four Stages Firm Establishment Process Model" by Abraha (1994). We identify strategic responses crafted by Telefónica to overcome competitive challenges during its establishment process. We revise Abraha's model in view of the findings and conclude with implications for managerial practices and future research.
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| 25. |
- Abraha, Desalegn, et al.
(author)
-
Transformation of Strategic Alliances in Emerging Markets : Volume I
- 2021. - 1
-
Book (other academic/artistic)abstract
- There is much research into strategic business alliances in emerging markets, but none focuses on this form of collaboration within Europe’s emerging economies. This is a critical absence, as the European transition region is not only different from other European and Western regions but also from other regions with developing economies. Partners in the European transition region have unique cultural and social backgrounds, and consequently, unique ways of doing business. Transformations of Strategic Alliances in Emerging Markets focuses on this important gap. This book, the first of a two-volume set, makes a unique contribution to emerging market research by investigating the transformation of alliances in Eastern and central Europe over the past forty years. It provides a conceptual framework to describe and analyse the formation, development and functional mechanisms of strategic alliances in the European transition region, ultimately offering an in-depth overview of the challenges and opportunities around strategic alliance formation in emerging European markets. Transformations of Strategic Alliances in Emerging Markets, Volume I, is a must-read for academics and postgraduate students of development economics and business administration.
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| 26. |
- Abraha, Desalegn, et al.
(author)
-
Transformation of Strategic Alliances in Emerging Markets : Volume II
- 2021. - 1
-
Book (other academic/artistic)abstract
- There is much research into strategic business alliances in emerging markets, but none focuses on this form of collaboration within Europe’s emerging economies. This is a critical absence, as the European transition region is not only different from other European and Western regions but also from other regions with developing economies. Partners in the European transition region have unique cultural and social backgrounds, and consequently, unique ways of doing business.Transformations of Strategic Alliances in Emerging Markets focuses on this important gap. This book, the second of a two-volume set, makes a unique contribution to emerging market research by investigating the transformation of alliances in Eastern and central Europe over the past forty years. It provides a conceptual framework to describe and analyse the formation, development and functional mechanisms of strategic alliances in the European transition region, ultimately offering an in-depth overview of the challenges and opportunities around strategic alliance formation in emerging European markets.Transformations of Strategic Alliances in Emerging Markets, Volume II, is a must-read for academics and postgraduate students of development economics and business administration.
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| 27. |
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| 28. |
- Abraha Gebrekidan, Desalegn, et al.
(author)
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A model for understanding the process of firm establishment in foreign loosely-structured emerging markets
- 2018
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In: Journal for International Business and Entrepreneurship Development. - : InderScience Publishers. - 1549-9324 .- 1747-6763. ; 11:4, s. 327-342
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Journal article (peer-reviewed)abstract
- Our understanding of the process of firm establishment in foreign markets is relatively limited especially in relation to host-developing and host-emerging markets. The market-specific and context-driven nature of the firm establishment process is largely overlooked in the literature. Against this background, we aim to chart the establishment process of a Spanish telecommunication firm, Telefonica, in Brazil and Chile by applying the 'four stage firm establishment process model in foreign markets' (Abraha, 1994). We identify strategic responses crafted by Telefonica to overcome the challenges during its establishment process. We revise Abraha's model in view of the findings and conclude with implications for managerial practices.
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| 29. |
- Abraha Gebrekidan, Desalegn, et al.
(author)
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Determinants of the international strategic alliance process and alliance failure : learning from the Volvo-Renault break-up
- 2017
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In: International Journal of Strategic Business Alliances. - : Inderscience Publishers. - 1756-6444 .- 1756-6452. ; 6:1/2, s. 86-110
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Journal article (peer-reviewed)abstract
- 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.
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| 30. |
- Abraha Gebrekidan, Desalegn
(author)
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Establishment processes in a one party economy : the case of Eritrea
- 2010
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In: African Journal of Economic and Management Studies. - : Emerald Group Publishing Limited. - 2040-0705 .- 2040-0713. ; 1:1, s. 91-111
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Journal article (peer-reviewed)abstract
- Purpose – The purpose of this paper is to address the issues of how business people perceive the business environment, how government policies impact the environment and how the environment impacts the establishment processes and position development of new firms in the Eritrean market. The process is discussed by keeping a strict focus on the main actors and the activities they carried out, as well as how the available resources are utilized and exchanged in the market.Design/methodology/approach – Drawing on the establishment process model developed from the network approach, case studies based on interviews and focus group discussions have been used to shed light on the extent to how government policies and the environment impacts the establishment processes and position development in the Eritrean market.Findings – An important conclusion of this paper is that the main obstacle for business establishment is the hostile attitude of the government to the private sector. Another significant obstacle for building a successful position in the market is the state-owned command economy network of relationships. An additional crucial hindrance is the non-existence of a market economy network of relationships that can provide firms in the private sector with the resources they need to perform their operations.Research limitations/implications – All firms in this paper have demonstrated that the main obstacle for establishment is the hostile attitude of the government to the private sector. Another obstacle is the state-owned command economy network of relationships, which hinders firms from building a successful position in the market. An additional crucial hindrance is the non-existence of a market economy network of relationships that can provide firms in the private sector with the resources they need to perform their operations. Since the paper is based on case studies and focus group discussions, conducting a similar study on a representative sample of firms selected from a larger population will be very useful.Originality/value – This paper makes a unique contribution by focusing on the establishment process in a market, which is regulated, controlled and owned by the one party government. The other unique contribution is that a firm has to identify the secrets of business success and to follow the same strategy.
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