Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 30124
Partner Selection in International Strategic Alliances: The Case of the Information Industry

Authors: H. Nakamura

Abstract:

This study analyzes international strategic alliances in the information industry. The purpose of this study is to clarify the strategic intention of an international alliance. Secondly, it investigates the influence of differences in the target markets of partner companies on alliances. Using an international strategy theory approach to analyze the global strategies of global companies, the study compares a database business and an electronic publishing business. In particular, these cases emphasized factors attributable to "people" and "learning", reliability and communication between organizations and the evolution of the IT infrastructure. The theory evolved in this study validates the effectiveness of these strategies.

Keywords: Database business, electronic library, international strategic alliances, partner selection.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1132425

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 558

References:


[1] R. Adner, & R. Kapoor, (2016). “Right tech, wrong time.” Harvard Business Review, 91(11), pp.60-+. This article discusses innovation not only the technology itself but also the ecosystem that supports it.
[2] R. Adner, (2006). “Match your innovation strategy to your innovation ecosystem.” Harvard business review, 84(4), pp.98-107.
[3] R. Adner, (2012). “A sad Lesson in Collaborative Innovation,” Harvard Business Review, May 09, 2012., https://hbr.org/2012/05/a-sad-lesson-in-collaborative-innovation
[4] I. Akaoka, & K. Hioki, (2005). Strategy and organizational partnership composition,” Tokyo. Japan: Chuokeizai-sha, pp.17-18.
[5] W. G. Astley, & C. J. Fombrun, (1983). “Collective Strategy: Social Ecology of Organizational Environments.” Academy of management review, 8(4), pp.576-587.
[6] J. Barney, (1991). “Firm resources and sustained competitive advantage.” Journal of management, 17(1), pp.99-120.
[7] A. D. Chandler, (1962). Strategy and structure: Chapters in the history of the American enterprise. Massachusetts Institute of Technology, Cambridge.
[8] R. H. Coase, (1937). “The nature of the firm.” Economica, 4(16), pp.386-405.
[9] K. S. Cook, (1977). “Exchange and power in networks of interorganizational relations.” The sociological quarterly, 18(1), pp.62-82.
[10] P. J. DiMaggio, & W. W. Powell, (Eds.). (1991). The new institutionalism in organizational analysis (Vol. 17). Chicago, IL: University of Chicago Press.
[11] R. M. Emerson, (1962). “Power-dependence relations.” American sociological review, pp.31-41.
[12] W. M. Evan, (1966). “The organization-set: Toward a theory of interorganizational relations.” Approaches to organizational design, pp.173-191.
[13] U. Flick, (2010). Qualitative sozialforschung. Rowohlt Taschenbuch.
[14] T. Fujisawa, (2012). “International Strategic Alliances of the Multinational Enterprise: Internalization Type Versus Network Type.” Shogaku RonKenkyu, Kwansei Gakuin University, 59(4), pp. 33-53.
[15] S. Iriyama, (2017). “Management Theories of the Global Standard : No.33 Ecology-based evolutionary theory, Ecosystem interaction accelerates corporate evolution”. DIAMOND Harvard Business Review, 42 (6) pp.130-141.
[16] N. Furr, K. O'Keeffe & J. H. Dyer, (2016). “Managing Multiparty Innovation.” Harvard Business Review, 91(11), pp.76-+., This issue puts emphasis on the development of innovation, but ecosystem innovation places emphasis on the commercialization of innovation.
[17] M. Ihrig, & I. C. Macmillan, (2017). “How to get ecosystem buy-in.” Harvard Business Review, 95(2), pp.102-107. This issue summarizes the conceptualization process of innovation.
[18] A. Gawer, & M. A. Cusumano, (2002). Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation. pp. 29-30. Boston: Harvard Business School Press.
[19] C. Handy, (1995). “Trust and the virtual organization.” Harvard business review, 73(3), pp.40-51.
[20] N. Hubbard, (2013). Conquering global markets: secrets from the world’s most successful multinationals. Springer.
[21] M. Iansiti, & R. Levien, (2004). The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Harvard Business Press.
[22] T. Inoue, (2010). “Business systems, business models and business ecosystems: a review of value creation systems.” Waseda Shogaku, (423), pp.539-579.
[23] F. Isada, (2007). Dynamism of the Relationship between Organizations and Competitive Advantage. Tokyo. Chuokeizai-sha.
[24] S. Ishii. (2003) Strategy and organization of intercompany Alliances. Tokyo. Chuokeizai-sha,
[25] J. Kallinikos, (1985). Control and influence relationships in multinational corporations: the subsidiary's viewpoint (Vol. 19). Coronet Books.
[26] J. Kim & A.Parkhe, (2009). “Competing and cooperating similarity in global strategic alliances: an exploratory examination.” British Journal of Management, 20(3), pp.363-376.
[27] H. Leblebici, G. R. Salancik, A. Copay, & T. King, (1991). “Institutional change and the transformation of interorganizational fields: An organizational history of the US radio broadcasting industry.” Administrative science quarterly, pp.333-363.
[28] H. Mintzberg, (1972). “Research on strategy-making.” Academy of Management. Vol. 1972, 1, pp. 90-94.
[29] H. Mintzberg, B. Ahlstrand, & J. Lampel, (2005). Strategy Safari: A Guided Tour through the Wilds of Strategic Management. Simon and Schuster.
[30] J. F. Moore, (1993). “Predators and prey: a new ecology of competition.” Harvard Business Review, 71(3), pp.75-83.
[31] J. F. Moore, (1996). The death of competition: leadership and strategy in the age of business ecosystems. HarperCollins Publishers.
[32] H. Nakamura, (2014). “Successful Factors for the International Strategic Alliance in a Legal Information Service Company.” Research Paper of JAFTAB. Japan Academy for International Trade and Business, 2014(3), pp.20-39.
[33] H. Nakamura, (2014). “Global Markets and Strategic Alliances.” The Shogaku Kenkyu The Business Review of Aichi Gakuin University,” 55(1), pp.39-76.
[34] H. Nakamura, (2016). “International Strategic Alliances in an Electronic Library.” Research Paper of Japan Academy for International Trade and Business, 2016(5), pp.1-20.
[35] Y. Nakamura, (2013). Alliance Innovation. Hakuto-Shobo.
[36] J. E. Oxley, (1999). “Institutional environment and the mechanisms of governance: the impact of intellectual property protection on the structure of inter-firm alliances.” Journal of Economic Behavior & Organization, 38(3), pp.283-309.
[37] S. Takeda, (1992). International strategic alliance. Tokyo. Dobunkan.
[38] M. R. Van Gils, (1984). “Interorganizational relations and networks.” Handbook of work and organizational psychology, 2, pp.1073-1100.
[39] K. Yamakura, (1993). Interorganization relations. Tokyo, Yuhikaku.
[40] M. Y. Yoshino, & S. Rangan, (1995). Strategic alliances: An entrepreneurial approach to globalization. Harvard Business School Press.
[41] M. Wessel, A. Levie, & R. Siegel, (2016). “The Problem with Legacy Ecosystems.” Harvard Business Review, 91(11), pp.68-+. This issue with Legacy Ecosystems discusses how to make value in the digital age from creative destruction of the ecosystem.
[42] Z. Shumei, (2004). Management on Partnership between Firms. Tokyo. Chuokeizaisha.