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.
Omid Mohebimanesh; Reza Hosnavi; Gholamreza tavakoli; Abolfazl Bagheri
Volume 23, Issue 1 , April 2019, , Pages 143-169
Abstract
The main objective of this study is to develop a coherent and valid conceptual model for measuring and evaluating key and common actions of two partner companies to succeed in the operational phase of a strategic partnership. In designing the model, attempts have been made to take into account the various ...
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The main objective of this study is to develop a coherent and valid conceptual model for measuring and evaluating key and common actions of two partner companies to succeed in the operational phase of a strategic partnership. In designing the model, attempts have been made to take into account the various theoretical perspectives found in the literature research. In this research, the proposed model and related hypotheses have been tested using questionnaires distributed in strategic collaborations between the air defense industries and their strategic suppliers. In order to analyze the data, structural equation modeling with partial least squares approach has been used. Results of data analysis show that, in order to succeed in the operational phase of a collaborative relationship, partners should have a broad and close collaboration around five key actions which include: collaborative planning, integrating key operational processes, effective sharing of information, joint development of resources, joint development of competencies. In general, the model presented in this study can provide a framework for collaborative actions of partnering companies in the operational phase of an alliance in different areas and also be used as an appropriate tool for managers of organizations to examine the status quo of activities in this stage.
Seyyed Hamid Khodadad Hosseini; Farshad Golestan
Volume 10, Issue 1 , April 2006, , Pages 213-243
Abstract
With the beginning of the third millennium and the passage of about 300 years since the Industrial Revolution, the scope of operation and competition in the business enterprises has increased to a global level. Automotive industry of Iran with more than 40 years of domestic operation and allocating 2.5%of ...
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With the beginning of the third millennium and the passage of about 300 years since the Industrial Revolution, the scope of operation and competition in the business enterprises has increased to a global level. Automotive industry of Iran with more than 40 years of domestic operation and allocating 2.5%of GNP, 20% value added in Industrial Sector and 2.5% of total investment in the country has not yet achieved an outstanding position in the world markets. So to prevent unfavorable (but possible) challenges in the future, it seems necessary to assess the international competition potential of this industry according to a contingent strategic model.
Reviewing the current international trade theories and internationalization models of firms indicates that most of these theories and models are developed based on fundamental assumptions governing the open market in developed countries. In addition, most of these models have evolved by the post studies on the large scale multinational corporations after their internationalization process. The most important point is that each of these theories and models studied the internationalization process from a specific level of analysis (firm, industry, country, international environment). So none of these models individually and completely can be generalized to address a suitable solution for those firms operating in developing countries and struggling to enter the international markets.
The main purpose of this paper is proposing a contingent international market entry model for firms operating in developing countries (like Automotive Industry of Iran) through integrating the different points of view. The model contains four levels of analysis (firm, local industry structure, national competitive policies, and firms’ international relationship with global ones). It integrates and examines the role and effects of four interdependent variables (firm characteristics, local industry structure, national policies and firms’ international relationships) shaping the strategic capabilities and competencies, which are necessary for entering the international market (as the outcome /dependent variable).
The model was examined in the Iranian Automotive Industry. It indicates how the international market entry competency of a firm in developing countries is affected by it’s core competencies, synergy of local industry structure, synergy of national competitive advantage, and collaborative advantage and complimentary effect originated from international relationship between the firm and the global market.