| 1. |
- Abraha Gebrekidan, Desalegn, et al.
(författare)
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The Journey of Strategic Alliances
- 2017
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Ingår i: Proceedings of the 43rd Annual Conference of the EuropeanInternational Business Academy. - 9788864930428 ; , s. 54-
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Konferensbidrag (refereegranskat)abstract
- The purpose of this article is to highlight the journey to and from strategic alliances and if alliances lead to the creation of new Alliances, how existing networks are managed and strengthened and to identify the factors which impact and determine the journey to and from strategic alliances. One of the findings of this chapter is that, in the pre-strategic alliance phase firms can have direct and indirect relationships which can lead to the formation of strategic alliances under certain circumstances, whereas in just the opposite circumstances those relationships might not lead to alliances formation. The other finding is that one of the main factors which determines the journey of strategic alliances is the degree of internationalization of the firm and the market. It is also found out that the journey of alliances can be different in the different groups of Central Europe countries depending on the pace or degree of adaptation of those countries, i.e. whether they are fast-, or medium or slow adapting countries.
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| 2. |
- Osarenkhoe, Aihie, 1960-, et al.
(författare)
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Network Perspective on Establishement Process in Transition Economies
- 2017
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Ingår i: Global and national business theories and practice. - : EuroMed Press. - 9789963711567 ; , s. 1235-1257
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Konferensbidrag (refereegranskat)abstract
- This paper contributes to extant literature on market entry strategies in several ways. First, while previous literature focuses either on entry modes or entry timing, comparatively little efforts are made to illuminate the establishment process. Secondly, it addresses emanating impediments and development of supporting relationships with significant actors during the processes of establishment in transition economies. Establishment model, developed from network approach, facilitated the capturing of various supporting relationships that enabled the focal relationships to function properly during the establishment processes in less-structured markets. In-depth interviews were held with key informants in two Scandinavian firms. Findings show that Statoil´s ability to leverage a number of significant actors in its network for support during its establishment in Estonia makes the process less cumbersome and less resource consuming. Lack of home and host country support for Scania resulted in an arduous and costly process, with the firm’s position changing several times as different problems cropped up. In conclusion, relationship orientation requires adaptation by an organization, but more critically by its managers. Lack of cross-cultural relationship skills and orientation could impede a company’s growth in international markets. We call for more research efforts in the area of cultural dimensions of market establishment processes.
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