Research Article
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Year 2016, , 708 - 721, 01.07.2016
https://doi.org/10.24289/ijsser.279016

Abstract

References

  • Achelhi H., Truchot P., Aoussat A. (2007). Dashbord of emergence of cooperation between companies- Technopôlis case-study. International Conference for the International Association of Management of Technology- Miami.
  • Project
  • A
  • B
  • Objetif
  • Transfer innovation competences
  • Students Entrepreneurship
  • Pilote Origine
  • UE (France)
  • Maghreb (Morocco)
  • Budget
  • ,47 million euros
  • ,23 million euros
  • 2. Achelhi H. and Truchot (2013) « Cooperation between European and Maghreb universities: case study » 22nd International Conference for the International Association of Management of Technology
  • Anand BN, Khanna T. (2000). « Do firms learn to create value? The case of alliances ». Strategic Management Journal, March Special Issue 21: 295–315.
  • Ahuja, G. (2000). « Collaboration networks, structural holes, and innovation: A longitudinal study ». Administrative Science Quarterly, 45: 425–455.
  • Ahuja, G. (2000). « The duality of collaboration: Inducements and opportunities in the formation of interfirm linkages » Strategic Management Journal, 21: 317–343.
  • Alvarez, S. A., & Barney, J. B. (2001). « How entrepreneurial firms can benefit from alliances with large partners ». Academy of Management Executive, 15(1): 139–148.
  • Anderson, D. & Merna, A. (2005). Project management is a capital investment process. Journal of Management in Engineering, 21, 173-178.
  • Argyris, C. and D. Schoen (1978). Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison Wesley.
  • Bleeke, J. and Ernst, D. (1991). The way to win in cross-border alliances, Harvard Business Review, 69(6), 127-135.
  • Buckley, P & casson A, (1988), «A theory of co-operation in a competitive industry: SEMATECH and semiconductor industry», Academy of management Journal, 38, 113-151
  • Callahan, J., & MacKenzie, S. (1999). « Metrics for strategic alliance control ». R&D Management, 29: 365–377.
  • Cassar A. (2005) « Coordination and Cooperation in Local, Random and Small World Networks: Experimental Evidence »
  • Coase, R.H. 1937 « the nature of the firm » reprinted in G.J. Stigler and K.E. Goulding (eds.)
  • Consoli A. , Tweedale J. and Jain L.,(2007) « The link between agent coordination and cooperation » - Springer
  • Coughlan P., & Coughlan D., (2002). « Action research for operations management » . International Journal of Operations & Production Management,Vol. 22 No. 2, pp. 220-240)
  • Cullen, J. B., Johnson, J. L., & Sakano, T. (2000). « Success through commitment and trust: The soft side of strategic alliance management ». Journal of World Business, 35: 223–240
  • Dameron, Stéphanie; Joffre, Olivier (2005) « Rapports coopératifs et confrontation culturelle : le cas de la gestion post fusion Orange- France Télécom Mobiles » — Finance Contrôle Stratégie pp 51-76
  • Das, T., & Teng, B. (1999). « Managing risks in strategic alliances ». Academy of Management Executive, 13(4): 50–62.
  • Das, T. K., & Teng, B.-S. (2000). « A resource-based theory of strategic alliances ». Journal of Management, 26: 31–61.
  • Dave Luvison, Michelle A. Marks, (2013) Team coordination in strategic alliances: identifying conditions that reduce team willingness to cooperate -- J. Strategic Business Alliances, Vol. 3, No. 1.
  • Dess, G. G., & Shaw, J. D. (2001). « Voluntary turnover, social capital, and organizational performance ». Academy of Management Review, 26. 446–456.
  • Dincer Omer, Tatoglu Ekrem and Glaister Keith W. (2006). « The strategic planning process: evidence from Turkish firms » Management Research News. Vol. 29 No. 4, 2006 - pp. 206-219
  • Doh, J. P. 2000. Entrepreneurial privatization strategies: Order of entry and local partner collaboration as sources of competitive advantage. Academy of Management Review, 25: 551– 571.
  • Doz, Y.L., Olk, P.M., Ring, P.S., (2000). Formation processes of R&D consortia: which path to take: where does it lead? Strategic Management Journal 21, 239–266.
  • Doz, Yves (1996) « the evolution of cooperation in strategic alliances: initial conditions or learning processes? » Strategic Management Journal, Special Issue, 17: 55-83.
  • Doz, Y.L. and Hamel, G. (1998). Alliance Advantage: The Art of Creating Value Through Partnering, Harvard Business School Press, Boston
  • Dyer, J. H., Kale, P., & Singh, H. (2001). « How to make strategic alliances work ». Sloan Management Review, 42(4): 37–43.
  • 28. DyReyes J. (2008), « Strategic Project Management: Aligning Strategic Business Objectives with Project Management Strategy » for the degree of Master of Science - Applied Information Management and the Graduate School of the University of Oregon
  • Eisenhardt, K.M., (1989). « Building theories from case study research ». Academy of Management Review 14, 532–550.
  • Eisenhardt, K. and C. B. Schoonhoven, 1996, “Resource- based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms”. Organization Science 7: 136– 150.
  • Enright, M.J., Roberts, B.H., (2001). « Regional clustering in Australia ». Australian Journal of Management 26 (1), 65–86.
  • Gerhard, T., & Odenthal, S. (2001). « Alliance management: Challenges for old and new economy companies ». Paper presented during the 21st Annual Strategic Management Society conference
  • Gomes-Casseres, B. (1994). « Group versus Group: How Alliances Networks Compete », Harvard Business Review, 72(4), 62-74.
  • Gulati, R. (1998) « Alliances and networks. » Strategic Management Journal, 19, 293 - 317.
  • Gulati, R. (1999). « Network location and learning: The influence of network resources and firm
  • capabilities on alliance formation ». Strategic Management Journal, 20: 397–420.
  • Gulati, R and Harbir Singh (1998), « the architecture of cooperation: managing Coordination Costs and Appropriation Concerns in Strategic Alliances » Administrative Science Quaterly,
  • Vol 43, n°4, 781-814
  • Gulati, R., Nohria, N., & Zaheer, A. (2000). « Strategic networks ». Strategic Management
  • Journal, 21(Special issue): 199–201.
  • Gulati, R., T. Khanna and N. Nohria (1994). « Unilateral commitments and the importance of
  • process in alliances ». Sloan Management Review, 35 (3), pp. 61–69.
  • Gulati, R., 2007, Managing network resources: Alliances, affili- ations, and other relational assets.
  • New York: Oxford Uni- versity Press.
  • Hageddom, J. (1993) « Understanding the rationale of strategic technology partnering: inter-
  • organizational modes of cooperation and sectoral differences ». Strategic management Journal,
  • , 371-385.
  • Hagedoorn, J. (1995). « A note on international market leaders and networks of strategic
  • technology partnering ». Strategic Management Journal, 16: 214–250
  • Hamel, G. Doz,Y.L. and Prahalad, C.K. (1989). « Collaborate with Your Competitors- and win »
  • Harvard business review, 67(1), 133-139.
  • Hamel G. (1991). « Competition for competence and inter-partner learning within international
  • strategic alliances. Strategic Management Journal, 12, 83-103
  • Harrigan, Kathryn R. (1986), « Managing for Joint Ventures Success. Lexington, MA: Lexington
  • Books.
  • Hennart, J.F., (1988). « A transaction cost theory of joint ventures ». Strategic Management
  • Journal, July-August, 361-374.
  • Hennart, J. (1991). « The transaction costs theory of joint ventures: An empirical study of
  • Japanese subsidiaries in the United States ». Management Science, 37: 483–497.
  • Heracleous, L. (2003). Strategy and organization: Realizing strategic management. Cambridge:
  • University Press.
  • Hoang H, Rothaermel FT. 2005. The effects of general and partner-specific experience on joint
  • R&D project performance. Academy of Management Journal 48(2): 332 – 345.
  • Ingham, M., & Mothe, C. (1998), « How to learn in R&D partnerships ». R&D Management, 28,
  • -261.
  • Inkpen, A.C., (1998), « learning, knowledge acquisition, and strategic alliances » European
  • Management journal, 16, 223-229
  • Ireland RD, Hitt MA, Vaidyanath D. (2002). « Alliance management as a source of competitive
  • advantage ». Journal of Management 28(3): 413–446.
  • Inkpen, A. C. (2000). « A note on the dynamics of learning alliances: Competition, cooperation,
  • and relative scope ». Strategic Management Journal, 21. 775–779.
  • Junyan Di, Ye Jinfu, and Qin Yan. (2010) « Analysis of Enterprise Ideological and Political
  • Education System: the Foundation of the Enterprise Internal Image Management."
  • 54. Kale, P., Singh, H., & Perlmutter, H. (2000) « Learning and protection of proprietary assets in strategic alliances: Building relational capital » Strategic Management Journal, 21(Special issue): 217–237.
  • Kale P, Dyer JH, Singh H. (2002). « Alliance capability, stock market response and long-term alliance success: the role of the alliance function ». Strategic Management Journal 23(8): 747– 767.
  • Kale P, Singh H. (2007) « Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success ». Strategic Management Journal 28(10): 981–1000.
  • Khanna, T., Gulati, R., & Nohria, N. (1998) « The dynamics of learning alliances: Competition, cooperation and relative scope ». Strategic Management Journal, 19: 193–210.
  • Kannan Srikanth, Phanish Puranam (2014) The Firm as a Coordination System: Evidence from Software Services Offshoring— Organization Science- Vol. 25, No. 4, July–August 2014, pp. 1253–1271
  • Kumar, S., & Seth, A. (1998) « The design of coordination and control mechanisms for managing joint venture–parent relationships ». Strategic Management Journal, 19: 579–599.
  • Kretschmer, T., & Puranam, P. (2008). « Integration through incentives within differentiated organizations ». Organization Science, 19(6): 860-875
  • Kannan Srikanth, Phanish Puranam (2014) « The Firm as a Coordination System: Evidence from Software Services Offshoring » Organization Science- Vol. 25, No. 4, July–August, pp. 1253– 1271
  • Kogut, B., & Zander, U. (1993). « Knowledge of the firm and the evolutionary theory of the multinational corporation ». Journal of International Business Studies, 24(3): 625–645.
  • Kogut, B., (1988). « Joint ventures, theoritical and empirical pespectives ». Strategic Management
  • Journal, 9, 319-322
  • R. Leus, G. Wullink, E.W. Hans, Herroelen W, (2003). « A hierarchical approach to multi-project planning under uncertainty » Omega, Volume 35, Issue 5, October 2007, Pages 563–577
  • Luo, Y. (2008). « Procedural fairness and interfirm cooperation in strategic alliances ». Strategic Management Journal, 29(1): 27–46.
  • Mário Franco (2011) « Determining factors in the success of strategic alliances: an empirical study performed in Portuguese firms ». European Journal International Management, Vol. 5, No. 6.
  • Chandler, Alfred D. (1977), the visible hand: the managerial revolution in American business. Cambridge, MA: Harvard University Press.
  • McCalman, J. and Jack R. Meredith, (1990). « Conducting case study research in operations management ». Journal of Operations Management, vol. 11, 239-256.
  • McEvily, B., Perrone, V., & Zaheer, A. (2003) « Trust as an organizing principle », Organization Science, 14(1): 91-103.
  • Meredith J., (1998) « Building operations management theory through case and field research », Journal of Operations Management, vol. 16, 441-454.
  • Mintzberg H. (1980), Structure in Fives: Designing Effective Organizations
  • Mothe C., Quelin B.V., (2001). « Ressource creation and partenrship in R&D consortia » Journal
  • of high technology Management research, 12, 113-138.
  • Neuville, Jean-Philippe (1998), « La tentation opportuniste. Figures et dynamique de la
  • coopération interindividuelle dans le partenariat industriel ». Revue française de sociologie,
  • Vol 39, num 1, 71-103.
  • Pisano, G.P., Michael V. Russo, David Teece (1988) « joint ventures and collaborative agreements
  • in the telecommunications equipment industry » In David Mowery (ed.), International
  • Collaborative ventures in U.S. manufacturing: 23-70. Cambridge.
  • Sakakibara, M. (1997) « Evaluating government-sponsored R&D consortia in japan: who benefits
  • and how? » Research Policy 26, 447-473.
  • Srikanth K., Puranam P. (2014) « The Firm as a Coordination System: Evidence from Software
  • Services Offshoring » Organization Science- Vol. 25, No. 4, July–August 2014, pp. 1253–1271
  • Srivannaboon, S. and Milosevic, D. (2006). A two-way influence between business strategy and
  • project management. International Journal of Project Management, 24, 493-505.
  • Stanleigh, M. (2006). From crisis to control: New standards for project management. Ivey
  • Business Journal, 70, 1-4.
  • Stuart, T. E. (2000). « Interorganizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry ». Strategic Management Journal, 21: 791–811.
  • Simonin BL. 1997. The importance of collaborative know-how: an empirical test of the learning organization. Academy of Management Journal 40(5): 1150 – 1175.
  • Tapinos, E., Dyson, R.G. and Meadows, M. (2005), ‘‘The impact of performance measurement in strategic planning’’, International Journal of Productivity and Performance Management, Vol. 54 No. 5/6, pp. 370-84.
  • Teece, D., (1992) « Competition, cooperation, and innovation. Organisational arrangements for regimes of rapid technological progress ». Journal of Economic Behavior and Organization 18, 1-25.
  • Volberda, H.W. (2004), ‘‘Crisis in strategy: fragmentation, integration or synthesis’’, European Management Review, Vol. 1 No. 1, pp. 35-42.
  • Winter, S. (1987) « Steiner problem in networks », A survey-Networks, Vol 17, issue 2, 129-167.
  • Yin, R.K., (1984). Case Study Research: Design and Methods. Sage, Newbury Park, California.
  • Yin, R.K, (1989). Case Study Research: Design and Methods. Sage Publications, Newbury Park,
  • CA, rev. edn.
  • Zook, C. (2007), Finding Your Next Core Business, Harvard Business Review, 85(4), pp.66-75

Performance of strategic alliance management: Coordination-cooperation cycle

Year 2016, , 708 - 721, 01.07.2016
https://doi.org/10.24289/ijsser.279016

Abstract

Facing environmental changing and those of competition dynamic, new types of organizations have been advanced as a response to new challenges. These types of organization based on cooperations between enterprises have been lately developed. The aim of this article is to understand cooperations in order to reduce the risks of their fail. Thus, understanding the governance of alliances can provide critical insights into how such ties can be better managed: we focus on the coordination-cooperation relationship. The first part of this article, we will give a theoretical back ground about cooperation and coordination. A conceptual framework of the coordination/cooperation process is developed. In the second part, we develop our vision high lightens the existence of a process coordination-cooperation which is sequenced and cycled. That allows achieving objectives of strategic alliance and also partners’ objectives. For improving the performance and the success of the alliance project, it is necessary that the coordination-cooperation process go through different strategic level of different partners engaged in the alliance project.

References

  • Achelhi H., Truchot P., Aoussat A. (2007). Dashbord of emergence of cooperation between companies- Technopôlis case-study. International Conference for the International Association of Management of Technology- Miami.
  • Project
  • A
  • B
  • Objetif
  • Transfer innovation competences
  • Students Entrepreneurship
  • Pilote Origine
  • UE (France)
  • Maghreb (Morocco)
  • Budget
  • ,47 million euros
  • ,23 million euros
  • 2. Achelhi H. and Truchot (2013) « Cooperation between European and Maghreb universities: case study » 22nd International Conference for the International Association of Management of Technology
  • Anand BN, Khanna T. (2000). « Do firms learn to create value? The case of alliances ». Strategic Management Journal, March Special Issue 21: 295–315.
  • Ahuja, G. (2000). « Collaboration networks, structural holes, and innovation: A longitudinal study ». Administrative Science Quarterly, 45: 425–455.
  • Ahuja, G. (2000). « The duality of collaboration: Inducements and opportunities in the formation of interfirm linkages » Strategic Management Journal, 21: 317–343.
  • Alvarez, S. A., & Barney, J. B. (2001). « How entrepreneurial firms can benefit from alliances with large partners ». Academy of Management Executive, 15(1): 139–148.
  • Anderson, D. & Merna, A. (2005). Project management is a capital investment process. Journal of Management in Engineering, 21, 173-178.
  • Argyris, C. and D. Schoen (1978). Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison Wesley.
  • Bleeke, J. and Ernst, D. (1991). The way to win in cross-border alliances, Harvard Business Review, 69(6), 127-135.
  • Buckley, P & casson A, (1988), «A theory of co-operation in a competitive industry: SEMATECH and semiconductor industry», Academy of management Journal, 38, 113-151
  • Callahan, J., & MacKenzie, S. (1999). « Metrics for strategic alliance control ». R&D Management, 29: 365–377.
  • Cassar A. (2005) « Coordination and Cooperation in Local, Random and Small World Networks: Experimental Evidence »
  • Coase, R.H. 1937 « the nature of the firm » reprinted in G.J. Stigler and K.E. Goulding (eds.)
  • Consoli A. , Tweedale J. and Jain L.,(2007) « The link between agent coordination and cooperation » - Springer
  • Coughlan P., & Coughlan D., (2002). « Action research for operations management » . International Journal of Operations & Production Management,Vol. 22 No. 2, pp. 220-240)
  • Cullen, J. B., Johnson, J. L., & Sakano, T. (2000). « Success through commitment and trust: The soft side of strategic alliance management ». Journal of World Business, 35: 223–240
  • Dameron, Stéphanie; Joffre, Olivier (2005) « Rapports coopératifs et confrontation culturelle : le cas de la gestion post fusion Orange- France Télécom Mobiles » — Finance Contrôle Stratégie pp 51-76
  • Das, T., & Teng, B. (1999). « Managing risks in strategic alliances ». Academy of Management Executive, 13(4): 50–62.
  • Das, T. K., & Teng, B.-S. (2000). « A resource-based theory of strategic alliances ». Journal of Management, 26: 31–61.
  • Dave Luvison, Michelle A. Marks, (2013) Team coordination in strategic alliances: identifying conditions that reduce team willingness to cooperate -- J. Strategic Business Alliances, Vol. 3, No. 1.
  • Dess, G. G., & Shaw, J. D. (2001). « Voluntary turnover, social capital, and organizational performance ». Academy of Management Review, 26. 446–456.
  • Dincer Omer, Tatoglu Ekrem and Glaister Keith W. (2006). « The strategic planning process: evidence from Turkish firms » Management Research News. Vol. 29 No. 4, 2006 - pp. 206-219
  • Doh, J. P. 2000. Entrepreneurial privatization strategies: Order of entry and local partner collaboration as sources of competitive advantage. Academy of Management Review, 25: 551– 571.
  • Doz, Y.L., Olk, P.M., Ring, P.S., (2000). Formation processes of R&D consortia: which path to take: where does it lead? Strategic Management Journal 21, 239–266.
  • Doz, Yves (1996) « the evolution of cooperation in strategic alliances: initial conditions or learning processes? » Strategic Management Journal, Special Issue, 17: 55-83.
  • Doz, Y.L. and Hamel, G. (1998). Alliance Advantage: The Art of Creating Value Through Partnering, Harvard Business School Press, Boston
  • Dyer, J. H., Kale, P., & Singh, H. (2001). « How to make strategic alliances work ». Sloan Management Review, 42(4): 37–43.
  • 28. DyReyes J. (2008), « Strategic Project Management: Aligning Strategic Business Objectives with Project Management Strategy » for the degree of Master of Science - Applied Information Management and the Graduate School of the University of Oregon
  • Eisenhardt, K.M., (1989). « Building theories from case study research ». Academy of Management Review 14, 532–550.
  • Eisenhardt, K. and C. B. Schoonhoven, 1996, “Resource- based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms”. Organization Science 7: 136– 150.
  • Enright, M.J., Roberts, B.H., (2001). « Regional clustering in Australia ». Australian Journal of Management 26 (1), 65–86.
  • Gerhard, T., & Odenthal, S. (2001). « Alliance management: Challenges for old and new economy companies ». Paper presented during the 21st Annual Strategic Management Society conference
  • Gomes-Casseres, B. (1994). « Group versus Group: How Alliances Networks Compete », Harvard Business Review, 72(4), 62-74.
  • Gulati, R. (1998) « Alliances and networks. » Strategic Management Journal, 19, 293 - 317.
  • Gulati, R. (1999). « Network location and learning: The influence of network resources and firm
  • capabilities on alliance formation ». Strategic Management Journal, 20: 397–420.
  • Gulati, R and Harbir Singh (1998), « the architecture of cooperation: managing Coordination Costs and Appropriation Concerns in Strategic Alliances » Administrative Science Quaterly,
  • Vol 43, n°4, 781-814
  • Gulati, R., Nohria, N., & Zaheer, A. (2000). « Strategic networks ». Strategic Management
  • Journal, 21(Special issue): 199–201.
  • Gulati, R., T. Khanna and N. Nohria (1994). « Unilateral commitments and the importance of
  • process in alliances ». Sloan Management Review, 35 (3), pp. 61–69.
  • Gulati, R., 2007, Managing network resources: Alliances, affili- ations, and other relational assets.
  • New York: Oxford Uni- versity Press.
  • Hageddom, J. (1993) « Understanding the rationale of strategic technology partnering: inter-
  • organizational modes of cooperation and sectoral differences ». Strategic management Journal,
  • , 371-385.
  • Hagedoorn, J. (1995). « A note on international market leaders and networks of strategic
  • technology partnering ». Strategic Management Journal, 16: 214–250
  • Hamel, G. Doz,Y.L. and Prahalad, C.K. (1989). « Collaborate with Your Competitors- and win »
  • Harvard business review, 67(1), 133-139.
  • Hamel G. (1991). « Competition for competence and inter-partner learning within international
  • strategic alliances. Strategic Management Journal, 12, 83-103
  • Harrigan, Kathryn R. (1986), « Managing for Joint Ventures Success. Lexington, MA: Lexington
  • Books.
  • Hennart, J.F., (1988). « A transaction cost theory of joint ventures ». Strategic Management
  • Journal, July-August, 361-374.
  • Hennart, J. (1991). « The transaction costs theory of joint ventures: An empirical study of
  • Japanese subsidiaries in the United States ». Management Science, 37: 483–497.
  • Heracleous, L. (2003). Strategy and organization: Realizing strategic management. Cambridge:
  • University Press.
  • Hoang H, Rothaermel FT. 2005. The effects of general and partner-specific experience on joint
  • R&D project performance. Academy of Management Journal 48(2): 332 – 345.
  • Ingham, M., & Mothe, C. (1998), « How to learn in R&D partnerships ». R&D Management, 28,
  • -261.
  • Inkpen, A.C., (1998), « learning, knowledge acquisition, and strategic alliances » European
  • Management journal, 16, 223-229
  • Ireland RD, Hitt MA, Vaidyanath D. (2002). « Alliance management as a source of competitive
  • advantage ». Journal of Management 28(3): 413–446.
  • Inkpen, A. C. (2000). « A note on the dynamics of learning alliances: Competition, cooperation,
  • and relative scope ». Strategic Management Journal, 21. 775–779.
  • Junyan Di, Ye Jinfu, and Qin Yan. (2010) « Analysis of Enterprise Ideological and Political
  • Education System: the Foundation of the Enterprise Internal Image Management."
  • 54. Kale, P., Singh, H., & Perlmutter, H. (2000) « Learning and protection of proprietary assets in strategic alliances: Building relational capital » Strategic Management Journal, 21(Special issue): 217–237.
  • Kale P, Dyer JH, Singh H. (2002). « Alliance capability, stock market response and long-term alliance success: the role of the alliance function ». Strategic Management Journal 23(8): 747– 767.
  • Kale P, Singh H. (2007) « Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success ». Strategic Management Journal 28(10): 981–1000.
  • Khanna, T., Gulati, R., & Nohria, N. (1998) « The dynamics of learning alliances: Competition, cooperation and relative scope ». Strategic Management Journal, 19: 193–210.
  • Kannan Srikanth, Phanish Puranam (2014) The Firm as a Coordination System: Evidence from Software Services Offshoring— Organization Science- Vol. 25, No. 4, July–August 2014, pp. 1253–1271
  • Kumar, S., & Seth, A. (1998) « The design of coordination and control mechanisms for managing joint venture–parent relationships ». Strategic Management Journal, 19: 579–599.
  • Kretschmer, T., & Puranam, P. (2008). « Integration through incentives within differentiated organizations ». Organization Science, 19(6): 860-875
  • Kannan Srikanth, Phanish Puranam (2014) « The Firm as a Coordination System: Evidence from Software Services Offshoring » Organization Science- Vol. 25, No. 4, July–August, pp. 1253– 1271
  • Kogut, B., & Zander, U. (1993). « Knowledge of the firm and the evolutionary theory of the multinational corporation ». Journal of International Business Studies, 24(3): 625–645.
  • Kogut, B., (1988). « Joint ventures, theoritical and empirical pespectives ». Strategic Management
  • Journal, 9, 319-322
  • R. Leus, G. Wullink, E.W. Hans, Herroelen W, (2003). « A hierarchical approach to multi-project planning under uncertainty » Omega, Volume 35, Issue 5, October 2007, Pages 563–577
  • Luo, Y. (2008). « Procedural fairness and interfirm cooperation in strategic alliances ». Strategic Management Journal, 29(1): 27–46.
  • Mário Franco (2011) « Determining factors in the success of strategic alliances: an empirical study performed in Portuguese firms ». European Journal International Management, Vol. 5, No. 6.
  • Chandler, Alfred D. (1977), the visible hand: the managerial revolution in American business. Cambridge, MA: Harvard University Press.
  • McCalman, J. and Jack R. Meredith, (1990). « Conducting case study research in operations management ». Journal of Operations Management, vol. 11, 239-256.
  • McEvily, B., Perrone, V., & Zaheer, A. (2003) « Trust as an organizing principle », Organization Science, 14(1): 91-103.
  • Meredith J., (1998) « Building operations management theory through case and field research », Journal of Operations Management, vol. 16, 441-454.
  • Mintzberg H. (1980), Structure in Fives: Designing Effective Organizations
  • Mothe C., Quelin B.V., (2001). « Ressource creation and partenrship in R&D consortia » Journal
  • of high technology Management research, 12, 113-138.
  • Neuville, Jean-Philippe (1998), « La tentation opportuniste. Figures et dynamique de la
  • coopération interindividuelle dans le partenariat industriel ». Revue française de sociologie,
  • Vol 39, num 1, 71-103.
  • Pisano, G.P., Michael V. Russo, David Teece (1988) « joint ventures and collaborative agreements
  • in the telecommunications equipment industry » In David Mowery (ed.), International
  • Collaborative ventures in U.S. manufacturing: 23-70. Cambridge.
  • Sakakibara, M. (1997) « Evaluating government-sponsored R&D consortia in japan: who benefits
  • and how? » Research Policy 26, 447-473.
  • Srikanth K., Puranam P. (2014) « The Firm as a Coordination System: Evidence from Software
  • Services Offshoring » Organization Science- Vol. 25, No. 4, July–August 2014, pp. 1253–1271
  • Srivannaboon, S. and Milosevic, D. (2006). A two-way influence between business strategy and
  • project management. International Journal of Project Management, 24, 493-505.
  • Stanleigh, M. (2006). From crisis to control: New standards for project management. Ivey
  • Business Journal, 70, 1-4.
  • Stuart, T. E. (2000). « Interorganizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry ». Strategic Management Journal, 21: 791–811.
  • Simonin BL. 1997. The importance of collaborative know-how: an empirical test of the learning organization. Academy of Management Journal 40(5): 1150 – 1175.
  • Tapinos, E., Dyson, R.G. and Meadows, M. (2005), ‘‘The impact of performance measurement in strategic planning’’, International Journal of Productivity and Performance Management, Vol. 54 No. 5/6, pp. 370-84.
  • Teece, D., (1992) « Competition, cooperation, and innovation. Organisational arrangements for regimes of rapid technological progress ». Journal of Economic Behavior and Organization 18, 1-25.
  • Volberda, H.W. (2004), ‘‘Crisis in strategy: fragmentation, integration or synthesis’’, European Management Review, Vol. 1 No. 1, pp. 35-42.
  • Winter, S. (1987) « Steiner problem in networks », A survey-Networks, Vol 17, issue 2, 129-167.
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There are 130 citations in total.

Details

Journal Section Makaleler
Authors

Hicham Achelhi This is me

Patrick Truchot This is me

Publication Date July 1, 2016
Published in Issue Year 2016

Cite

APA Achelhi, H., & Truchot, P. (2016). Performance of strategic alliance management: Coordination-cooperation cycle. International Journal of Social Sciences and Education Research, 2(3), 708-721. https://doi.org/10.24289/ijsser.279016
AMA Achelhi H, Truchot P. Performance of strategic alliance management: Coordination-cooperation cycle. International Journal of Social Sciences and Education Research. April 2016;2(3):708-721. doi:10.24289/ijsser.279016
Chicago Achelhi, Hicham, and Patrick Truchot. “Performance of Strategic Alliance Management: Coordination-Cooperation Cycle”. International Journal of Social Sciences and Education Research 2, no. 3 (April 2016): 708-21. https://doi.org/10.24289/ijsser.279016.
EndNote Achelhi H, Truchot P (April 1, 2016) Performance of strategic alliance management: Coordination-cooperation cycle. International Journal of Social Sciences and Education Research 2 3 708–721.
IEEE H. Achelhi and P. Truchot, “Performance of strategic alliance management: Coordination-cooperation cycle”, International Journal of Social Sciences and Education Research, vol. 2, no. 3, pp. 708–721, 2016, doi: 10.24289/ijsser.279016.
ISNAD Achelhi, Hicham - Truchot, Patrick. “Performance of Strategic Alliance Management: Coordination-Cooperation Cycle”. International Journal of Social Sciences and Education Research 2/3 (April 2016), 708-721. https://doi.org/10.24289/ijsser.279016.
JAMA Achelhi H, Truchot P. Performance of strategic alliance management: Coordination-cooperation cycle. International Journal of Social Sciences and Education Research. 2016;2:708–721.
MLA Achelhi, Hicham and Patrick Truchot. “Performance of Strategic Alliance Management: Coordination-Cooperation Cycle”. International Journal of Social Sciences and Education Research, vol. 2, no. 3, 2016, pp. 708-21, doi:10.24289/ijsser.279016.
Vancouver Achelhi H, Truchot P. Performance of strategic alliance management: Coordination-cooperation cycle. International Journal of Social Sciences and Education Research. 2016;2(3):708-21.

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