Thesis (M.B.A.)--University of Hong Kong, 1995. / Includes bibliographical references (leaves 108-112).

Thesis (MCom (Communication Management))--University of Pretoria, 2008. / Abstract in English and Afrikaans. Includes bibliographical references.

Thesis (Ph.D.)--University of Toledo, 2008. / Includes bibliographical references (p. 156-164). Also available online.

Thesis (Ph. D.)--University of Texas at Austin, 2005. / Supervisors: Andrew D. Henderson and Alison Davis-Blake. Vita. Includes bibliographical references.

Thesis (Ph. D.)--University of Hong Kong, 2005.

Thesis (Ph. D.)--Georgia State University, 2007. / Title from file title page. Arun Rai, committee chair; Detmar Straub, Wesley Johnston, Mark Keil, committee members. Electronic text (163 p. : ill. (some col.)) : digital, PDF file. Description based on contents viewed Oct. 15, 2007. Includes bibliographical references (p. 128-131).

Thesis (Ph.D.)--University of Texas at Dallas, 2007. / Includes vita. Includes bibliographical references (leaves 104-118)

Organizational Kinship is introduced and developed as a multilevel construct defined by a bundle of exchange conditions and social mechanisms within multi-organizational collaborative networks, and predictive of resilience in those same groupings. The dissertation follows extant multi-level construct development practices to propose the measurement of organizational kinship as composed of this cluster of first-order constructs that span inter-organizational and trans-organizational levels of analysis. This dissertation argues that the resilience or fragility exhibited within an interfirm alliance is an outcome of the collaborative exchange that occurs among member firms, specifically as a function of the exchange conditions perceived by alliance members and the social mechanisms present within the collaborative network. To support this claim, this dissertation considers the resilience of certain collaborative structures, such as family business groups and social cooperatives, which possess collaborative resilience and structural longevity far greater than what is seen in the general alliance literature. This dissertation terms such collaborations, socioeconomic collectives which are defined as interfirm alliances that engage in persistent collaboration in pursuit of both social and economic goals for the sustainability of the alliance structure and collective benefit of its organizational members. A battery of empirical tests were conducted to determine both the structure and effects of organizational kinship in these groupings. Findings suggest that indeed when a multi-level perspective is taken organizational kinship is composed of multiple predictors across levels of analysis, particularly trust, legitimacy, and shared knowledge at the inter-organizational level and network cohesion at the trans-organizational level. Finally, results from a series of multi-level structural equation models were supportive of the hypotheses that when organizational kinship is modeled at as a multi-level construct its predictive capabilities far exceed those of its component indicators at any individual level of analysis. These results, their limitations, and the implications of this dissertation’s findings on the literature of interfirm collaboration and collaborative resilience are discussed.

No description available.

Background: The Kenyan financial sector has recently been growing at high rate due to the inclusion of individuals who previously were unable access banking services. This has led to a competitive situation where banks and micro finance institutions are searching for ways to manage in this competitive sector. In addition, mobile phone companies are now considered as a competitive threat. Aim: This study will look into how strategic alliances between banks and mobile phone companies can be used to overcome these challenges with a specific focus on the recent alliance between Equity Bank (Kenya), and Safaricom Ltd. The study will also focus on the management of strategic alliances within different industries. Method: The analysis of this study is based on qualitative research including the use of interviews with members of both organizations and secondary data which includes written documentation and analysis of previously recorded discussions about the alliance with different members of both organizations. Results: The authors found strategic alliances can be used as a tool which enables firms to overcome threats from their competitors while gaining additional benefits. In terms of alliance management, the use of separate teams was found to be an effective management tool in cross industry alliances.