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    Strategic Alliance

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    Strategic Alliance In today’s ever changing environments strategic alliances have emerged as a driving force behind the success of many business ventures. Strategic alliances allow companies to expand their reach without having to maximise their risk or commit themselves beyond their core business. Throughout this paper I will be examining the driving forces behind strategic alliances looking predominately at the motivations behind the formation of a strategic alliance and the idea of a multi company

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    Strategic Alliances

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    Strategic Alliances Although some theorists suggest that the resource-based view could be a new theory of the firm, it is still part of a developing paradigm in strategy research (Amit & Schoemaker, 1993; Barney, 1991; Conner, 1991; Conner & Prahalad, 1996; Grant, 1996; Mahoney & Pandian, 1992; Mehra, 1996; Miller & Shamsie, 1996; Roth, 1995). The usefulness and richness of the paradigm need to be demonstrated in a variety of strategy areas. Indeed, researchers are still in the phase of accumulating

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    Strategic Alliances in Aviation Industry

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    Strategic Alliances in Aviation Industry: An Assessment of perception of business travellers and benefits of international network development as derived by airlines operators Proposal Summary The proposed study is aimed at identifying the reasons and success factor of increasing alliances being witnessed in airlines sector. Strategic alliances have proven to be successful in other sectors like manufacturing and automobiles but the effectiveness of these alliances in aviation sector are a less

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    of customers as many as 25.9 million customers. In addition to be good news for Indonesia, the economic growth and national stability are also the readiness signal to settle and to prepare for the growth and competition further. It takes a good strategic planning in the fulfillment of the future needs, including in terms of the fulfillment of the national electricity supply. To get rapid increasing of installed capacity power plant in Indonesia, the Indonesian government via state owned electricity

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    Eisenhardt and Schoonhoven, (1996) examine the formation of strategic alliances through two themes - strategic needs for cooperation and social opportunities for cooperation. They posit that firms form strategic alliances when they are in vulnerable strategic positions – which can be because they may be struggling with unstructured markets or ambiguous/uncertain scenarios – such as competing in emergent or highly competitive markets or introducing pioneering technical strategies. For instance, for

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    BENEFITS AND CHALLENGES ASSOCIATED WITH USING STRATEGIC ALLIANCES Over the past years, strategic alliance has been seen as an expansion in globalization and is a known device/mechanism used in the global market by different firms, which is widely accepted. Most leading companies have used different alliances to improve their resources better than their competitors. Strategy involves planning for the future, is a direction for achieving long term profit through its capabilities and competence. Strategy

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    Strategic alliances: Strategic alliances is an agreement between two or more companies to work together for a certain time in order to achieve some business objectives, help each other reach new technologies or to be able to build core competencies against other competitors. The traditional view about Strategic alliances is that they were formed for: - Defensive to protect profits - Means for preempting competition - Competitive and win - lose orientation. While nowadays there is a

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    Effects of Strategic Alliances

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    description of each company, the strategic alliance, and the economic benefit of the strategic alliance of each company. In addition, the researcher will identify three issues of corporate social responsibility (CSR) for each company. Furthermore, the researcher will analyze each companies CSR issue and describe the impact on stakeholders. Finally, the researcher will describe ways in which the companies can be socially responsible. Effects of Strategic Alliances Multinational Corporation Secom

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    What's Strategic Alliance

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    strategies that will benefit John and Deborah’s company profile are joint venture, acquisition, partnership with a local firm or strategic alliance. Joint Venture One of the most powerful tools, when entering the foreign market is a joint venture. In simple forms, a joint venture is working or teaming up with a local company (Allen, 2014). Joint venture is a strategic agreement of two or companies to combine and share the market, assets, profits and burdens of each company. Joint ventures are an

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    Companies setting up operations in India are considered strategic alliances. Two key components of the alliances are accountability and visibility. Accountability goes beyond the scope of responsibility it determines who is functionally and/or morally responsible for each action the business makes. Visibility is the outcome or synergy each partner gains from the alliance collective effort being greater than those from individual efforts. Understanding the advantages and disadvantages of the partnership

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