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Byline: Asmita Mukherjee In a competitive hospitality market like Bengaluru, Hyatt Centric Hebbal Bengaluru has implemented a strategic approach to attract new business. By leveraging its prime location near corporate [...]

Star, Oneworld and Sky Team, the three global airline alliances, are once again leaning into technology integrations geared toward facilitating smooth, multiairline journeys. Take, for example, Oneworld CEO Nat Pieper's […]

MoMAGIC, data sciences driven Mobile Marketing and IoT solutions provider, enters a strategic partnership with Qisda Group, a Taiwanese electronic ODM/OEM/IoT solution leader, to offer the intelligent digital footprint and [...]

Byline: Words Kathleen Saxton, founder and chief executive, The Lighthouse Company In 1987, aged 15, I had a Saturday job in Papa's ice cream parlour in Gravesend and was paid [...]

Byline: Deepshikha Shukla Educational institutions must seek the support of industries and research institutions to pave the way for an innovative learning environment through strategic alliances. This will help create [...]

Abstract: * International Joint Ventures (IJVs) are a well acknowledged and frequently implemented organizational mode, especially with regard to international market entry strategies, yet they are also prone to conflicts [...]

OVERVIEW: 'Asymmetric' partnerships between technology-based start-ups and large firms represent one route by which an open innovation strategy can be implemented. Asymmetric partnerships can provide benefits to both resource-constrained startups and capability-rich larger firms. However, there are numerous management challenges to the successful setup and management of such partnerships. Valuable management lessons can be learned from the experience of entrepreneurs, managers, investors, and lawyers involved in successful and failed asymmetric partnerships. KEY CONCEPTS: partnerships, start-ups, large firms, open innovation., Within an open innovation environment, start-ups can be an important source of innovation for large, long-established firms seeking to improve their innovation capabilities (1). Similarly, commercially inexperienced start-ups with a [...]

CONSHOHOCKEN, Pa. -- Two decades ago AmeriSource Health merged with Bergen Brunswig to form AmerisourceBergen, one of the nation's premier pharmaceutical distributors. Today the company, now a $185 billion global [...]

An attempt at the integration of recent writings on project-based cross-sector partnerships to address social issues is made. The consolidation is aimed at the enhancement of cross-disciplinary fertilization. Societal sectors, public-private alliances, etc. are dealt with in detail.

Abstract Trillions of dollars are spent annually on international acquisitions and often these acquisitions are considered a failure in regard to performance. The importance of valuation of an international target [...]

Cross-border alliances are poised to become a building block of the global network economy. A look at the top executives around the world illustrates the increasing importance of a global […]

This article develops and tests hypotheses on relational exchange and electronic communication media in supply chains involving small versus large suppliers. Through a combination of focus groups, e-mail surveys and case studies, the article addresses the differences in relational exchange due to supplier size. Findings indicate significantly greater use of relational exchange and electronic communication media with large suppliers compared to small suppliers. The article offers solutions to reducing the relational and technological gaps between large and small suppliers., INTRODUCTION There are nearly 1 million companies with paid employees operating in Canada. Less than 1 percent of these companies employ more than 500 people. In the manufacturing sector, Statistics [...]

The maturity of the European biotech sector can be seen in the lucrative deals of pharmaceutical and big biotech companies with the small European biotechnology companies. These deals are promoting sustainability of the smaller companies in developing their businesses without depending on venture capital and public funds. The primary reason for this type of business venture is attributed to big companies looking for smaller biotech companies who have confidence in their products rather than marketing them, and who will be long-term partners.

The performance of cooperative R&D agreements in terms of organizational knowledge creation is explored. Findings focus on enhanced notion of absorptive capability as an enabling condition for effective exploitation of firm's involvement in R&D cooperation.

The relationship between clustering and long distance partnering from the perspective of evolutionary economics and the innovation systems literature is examined. The business and management approach and regional economic theories are inspected to analyze the preference for colocation in clusters and extensiveness and degree of complimentarity or substitutability between long distance and local partnerships pursued by small and medium sized enterprises in the biotechnology sector.

This paper analyzes the phenomenon of strategic technology alliances. It is proposed that the concept of small worlds, which has been adopted from mathematical graph theory, is a useful model to combine two theoretical streams that have previously analyzed this phenomenon. These are the theory of social capital and the theory of structural holes. We outline a small worlds model, and apply it to data on strategic technology alliances. We find that networks of strategic technology alliances can indeed be characterized as small worlds, and that this has favorable implications for knowledge transfer. There are, however, also important differences between two different technology fields that we consider: chemicals and food, and electricals. Keywords: Strategic technology alliances; Models of network dynamics; Social capital; Structural holes

A survey was made of forty-two companies or divisions comprising thirty-eight percent of the member companies or divisions of the Finnish Electrical and Electronics Industry Association. The basis of the survey was to understand the relation between market orientation of high technology companies and their overall business strategy, technology strategy and the implementation of these strategies.

Who says consolidation is the only way to grow? Some assemblers and fabricators are teaming up to provide global service without sacrificing their identities. While almost everyone agrees that outsourcing […]

Made-to-measure menswear retailer Indochino is on a roll. Founded in 2014, the Vancouver-based digitally native company has made the leap to bricks-and-mortar with finesse, opening handsomely furnished stores ('showrooms' in [...]