La collaboration dans la chaîne logistique aide les entreprises à réduire leurs coûts en travaillant ensemble et en partageant des informations. Dans les activités de collaboration, les entreprises sont confrontées à de nombreux changements en fonction de différentes situations. Par exemple, une offre de matières premières insuffisante ou excessive, des changements inattendus de la demande, des situations de trafic inattendues causant des retards dans le transport ou la manutention, ou encore des erreurs humaines. En raison de ces événements inattendus, les entreprises font face à des risques d'augmentation des coûts. Parfois, l'entreprise à la cause du problème n'est pas celle qui assume les coûts additionnels, ce qui peut causer des conflits et éroder la confiance. La méthode de post-allocation proposée vise à répartir équitablement les coûts imprévus au sein de la coalition. Cette méthode tient compte à la fois de la responsabilité de chaque entreprise impliquée et de la stabilité de la collaboration. Dans ce mémoire de maîtrise, nous avons étendu le mécanisme en intégrant des situations dynamiques pour la replanification et l'évaluation de la performance de toutes les entreprises participantes. Ce faisant, la méthode de partage permet également une juste évaluation de la performance des entreprises participant à la collaboration. La littérature scientifique montre que le partage juste et équitable des coûts est crucial pour la stabilité de la coalition. Dans tout cadre de collaboration, la performance de chaque entité affecte la performance de l'ensemble de la coalition. Nous testons une méthode particulière - la méthode post-allocation proposée - dans des cas réels. Nous avons simulé différents scénarios pour tester le mécanisme et la méthode de fractionnement des coûts proposée. Ensuite, nous traitons de la façon de collaborer et de répartir les coûts lorsque des événements inattendus se produisent, et discutons de sa faisabilité. Les études de cas ont prouvé la faisabilité d'une collaboration horizontale et la méthode post-allocation proposée peut assurer une collaboration stable à long terme. / Collaboration in supply chain helps companies save costs by working together and sharing information. In collaboration activities, companies face many dynamic changes in different situations. For example, short or excessive supply, unexpected changes in demand, unexpected traffic situations, and unexpected human errors. With unexpected information and unexpected executions, companies face risks of increasing costs. Sometimes, the company responsible for the issue is not the one that bears the additional costs, which can lead to conflicts and erode trust. The proposed post-allocation method is to allocate the unexpected cost among the coalition fairly. This method considers both the responsibility of the companies and the coalition stability. In this master's thesis, we extended the mechanism by dynamic situations to replanning and evaluate the performance of all participating companies. This approach also enables a fair assessment of the performance of companies involved in the collaboration. Research indicates that equitable cost-sharing is essential for maintaining the stability of the coalition. In any collaboration frame, each entity's performance will affect the entire coalition's performance. The proposed post-splitting method makes the collaboration strategy applicable in real cases. We simulated different scenarios to test the mechanism and the proposed split method. Then, we will discuss how to collaborate and split the cost when unexpected events happen, as well as its features and feasibility. The case study has proven the feasibility of horizontal collaboration, and the post-allocation method can ensure a stable long-term collaboration.

Strategic alliances are a prevalent form of business organization. The critical characteristics of strategic alliances are detailed using Coase (1937) and the resulting definition tested through primary research and the alternative form, the infrastructure alliance posited. The thesis examines whether strategic alliances add value in the European banking sector through four types of analysis at two levels of engagement - a 23 historical review (at industry level); a review of over 400 papers in the academic literature; a questionnaire survey (at firm level) and in-depth interviews (at firm level). Bankers high pre-existing propensity to enter into strategic alliances is determined and three lifecycles, and the underpinning, conditions identified - Clubs and Consortium Banks, Bankassurance and the Virtual bank - the latter involving a fundamental change in Coase (1937) enabled by the underpinning technology. Bankers were found to be followers of potential business steams and the strategic alliance was one form of market entry. The questionnaire research, however, identified European bankers prefer to enter into alliances (as opposed to own branch or M&A) only in countries which had the appropriate supporting conditions such as definable, enforceable and terminable contracts, the provision of accounting information, stable governments and economic freedom. Direct discussions with senior bankers resulted in a number of valuable insights into the conceiving, forming, organizing evolving and dissolving of alliances. Further research into the infrastructure alliance, including 'oscillation' between infrastructure and strategic forms is proposed. The Co-Evolution Model of Strategic Alliances is proposed and taxonomy consisting of parallel co-evolution, convergent coevolution, divergent co-evolution and the subsidiary taxonomy of differential parallel coevolution, differential convergent co-evolution and differential divergent co-evolution detailed and further research suggested. Strategic alliances are found to add value in European banking but this value is contingent on the strength of the business stream, the global, national and industry conditions and the nature of managerial decisions and drive.

Thesis (Ph. D.)--Ohio State University, 1992. / Vita. Includes bibliographical references (leaves 264-272).

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / abstract / Transport Policy and Planning / Master / Master of Arts in Transport Policy and Planning

The basic idea of the diploma thesis is to analyze the functionality of alliances in the global economic environment. Thesis specializes on the particular type of alliance - airline alliance. It is structurally divided into three separated chapters. The first chapter follows the basic determinants of the alliances functioning, their structure, composition and typology. Its aim is to explain the most important factors necessary for understanding the main meaning of the chapters. It focuses on the main advantages and disadvantages of the companies involved in alliances. The second chapter focuses on the implementation of alliances in airline industry. It monitors their historical development, legislative and regulatory environment in which the alliances were established and exist. It focuses on mapping the European and American area. The third chapter compares advantages and disadvantages of large and small members of Star Alliance within the European, American and Asian market. It compares them on the level of regional comparison, and then based on comparative fundamental and technical analyses.

Economic, technological, informational, social and political factors are driving organisations to pursue different forms to enable them to respond more quickly to a dynamic and changing environment. The relationship between business organisations and stakeholders has been evolving. The internationalisation of firms requires the development of skills and knowledge to enable them to compete through cooperation in the form of strategic alliances. The energy industry is high profile in many countries as natural resources are considered to be of national or public interest. The development of activities in this sector are highly influenced by economic, political and social factors. In the energy sector, which is different from other industries, the formation of strategic alliances has been normal practice. In order to face the challenges of an industry where cooperation is essential, the expectation is that their relevance as part of business practice will only increase. Despite their popularity, strategic alliances have a high failure rate. Consequently, there is a need to understand how and why strategic alliances succeed or fail in order to enhance the understanding of their performance. Research in the field is extensive but fragmented and there is insufficient literature on strategic alliances which takes a process theory approach. Conventional processes for the development of strategic alliances fail to integrate the wider elements which influence the alliance’s performance. Therefore, the research aim is to gain an in-depth understanding of the performance of strategic alliances in the energy sector. This is achieved through a qualitative study conducting comprehensive, semi-structured interviews with those with experience in strategic alliance development. Findings and literature show that each strategic alliance is unique - there is no a single definition. There are different types of strategic alliance and this could contribute to viewing strategic alliances as complex. In a dynamic and uncertain environment there is a need for flexibility and the capacity to adapt and accommodate change. The selection of the type of strategic alliance influences the degree of freedom to manage them. This highlights the degree of influence of the individual over the organisation and suggests considering this in the light of institutional theory, and around agency theory. Performance measurement is complex and requires a multi-perspective approach which includes softer metrics and taking stakeholders’ preferences into consideration. Partnering is complex; managing more that one organisation is difficult as they have different cultures and ways of working. The sense of equity of rewards for each partner impacts performance. Change is natural and complex, expectations, interests and objectives shift and failure could be merely a perception. Managers in alliances are constrained by the structure selected. In addition, they can face a dilemma over a conflict loyalty to the parent organisation and have some concerns about the future of their career. Furthermore, they expect endorsement from executives who influence the alliance through their decisions on structure and selection of management. The skills of managers are, therefore, important in enhancing performance within each alliance. The likelihood is that strategic alliances, and the rationale for implanting them, is going to continue to be relevant. The increasing participation of communities in these complex business decisions is also an important factor for consideration. My contribution to theory lies in developing a holistic dynamic multi-perspective process model of strategic alliances, integrating different theoretical approaches, the literature review, the findings of this research, and, finally, my personal experience in the field. The model created in this thesis utilises the explicated data themes to provide a framework in which strategic alliances can be analysed and performance understood. This framework also has practical implications which assists in the prevention of problems and poses possible solutions to make strategic alliances in the energy sector work more effectively.

This research explores the determinants of inter-partner learning in alliances. The potential for organisations to learn from their alliance partner is well recognised in the literature. The Knowledge Based View of the Firm (KBV) posits that an organisation’s knowledge base, especially its tacit knowledge base, is a source of sustainable competitive advantage. Three key determinants of inter-partner learning are: intent to learn, transparency (i.e. willingness to share knowledge) and receptivity (i.e. capacity to learn). These three concepts are used to guide a single case study of an alliance between a National Sport Organisation (NSO) and a Professional Sport Franchise (PSF). Data was obtained through semi-structured interviews with key informants at both organisations. Each individual transcript was colour coded in relation to each of the four research questions. All relevant quotes were then copied into separate files for each organisation and categorised by research question. The results of the study suggest that 1) despite historical conflict, the relationship between alliance partners is becoming increasingly positive; 2) intent to learn was low in both organisations but higher in the NSO; 3) the NSO was more transparent than the PSF; and 4) receptivity was low for both organisations. Key conclusions of the research are that the NSO and PSF are failing to take full advantage of the opportunities presented by their relationship, but intent, transparency and receptivity remain useful concepts to explore inter-partner learning.

This research, conceptualizes, operationalises and empirically tests a competency-based theory of business-partnering performance within an Australian business-partnering context. Drawing on theory from social psychology and marketing, the research integrates a number of theoretical approaches including resource-based theory, competency based theory, relational factors view, relational interaction theory, and competitive advantage theory to explain why some business partnerships are more successful than others are. The results use a ???process model of business-partnering??? performance to explain the interaction process through which business partners exploit the available partnering related ???operant resources??? and how these resources influence the performance of business partnerships and their ability to achieve a competitive advantage. Specifically, this research investigates a number of important internal resources, which facilitate the building, and maintaining of external businesspartner relations including ???joint alliance competence???, ???joint alliance structure???, ???interpersonal relational competence??? and ???market orientation???. This research shows that an adequate understanding of how these ???operant resources??? are deployed/accessed and co-created by the business partners to achieve a competitive advantage requires integration of ???relational interaction theory??? into ???resource-based theory??? and ???competency-based theory???. The results of this research show that those firms that pursue business partnerships as a competitive strategy can improve performance by engaging in a range of activities, which facilitate the building of ???relational capital??? of the partnership. The results provide support for conclusion that ???communication behaviour??? is a central and important mediating variable in the performance of business partnerships. Overall, the findings are consistent with the literature in finding support for the notion that ???joint alliance competence??? is a direct antecedent of businesspartnering performance. There is support for the notion that the partnership???s ability to govern and manage itself is an important determinant of ???communication behaviour??? and ???co-ordination behaviour???. The results identified ???market orientation???, ???co-ordination behaviour??? and ???relational capital??? as all having a direct influence on business-partnership profitability. Finally, given the relatively high failure rates of business partnerships this research provides greater opportunity for a discussion of the kinds of intervention strategies that could be used to minimise the risk of failure and/or to improve partnership performance. Keywords: competency, alliance, business partnership, relationship marketing, businesspartnering competency, relational factors view, resource based view, relational interaction theory, market orientation, interpersonal relational competency, alliance structure, process model.

Thesis (M.S.)--University of Nevada, Reno, 2005. / "December 2005." Includes bibliographical references (leaves 80-86). Online version available on the World Wide Web.