Saeed Roshandel; Mohammad Hossien Karimi Govareshaki; Morteza Abbasi
Volume 27, Issue 2 , July 2024, , Pages 72-94
Abstract
Outsourcing has been the most common method of cooperation. Today, issues such as increased competition, limited resources, technological complications, uncertainty about the future and increased costs have caused organizations to reconsider their management model and turn to new strategies. In such ...
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Outsourcing has been the most common method of cooperation. Today, issues such as increased competition, limited resources, technological complications, uncertainty about the future and increased costs have caused organizations to reconsider their management model and turn to new strategies. In such a situation, strategic alliances can replace outsourcing. The purpose of this article is to design a model to evaluate the current state of an outsourcing and to investigate the possibility of developing it into a strategic alliance. For this purpose, in this research, by studying the literature on the subject, examining examples of strategic alliances and also interviewing experts, a list of effective criteria on the formation of a strategic alliance was prepared and categorized into 6 dimensions. Then, using the content validity ratio method, unnecessary criteria were identified in this list. After that, using fuzzy data envelopment analysis without explicit input method, the best combination of weights for essential criteria was obtained. In the next step, by specifying the minimum values for the formation of a strategic alliance for each of the criteria and dimensions of the model, it is possible to compare the current state of the contractor with the minimum value necessary for the formation of a strategic alliance. Results indicates that through this comparison, organizations can identify their weak points in order to become a strategic ally and plan to improve these criteria and, as a result, succeed in developing strategic allies.
