Strategic Alliance Pattern Evaluation Model for Taiwan’s Machine Tool Industry: A Hierarchical DEMATEL Method

The worldwide machine tool market is anticipated to reach a value of USD 68.9 billion by 2021, from USD 65.6 billion in 2020. This projection is based on the progressive production drop within the car industry, which is the largest customer of machine devices, and supply chain disruption. The machine tool industry in Taiwan faces a severe challenge and has been unobtrusively experiencing an inner reshuffling and innovative transformation. The developing strategic alliances reflect a basic endeavor by numerous firms to improve their specialized capabilities. This study applied the DEMATEL, a suitable method for gathering group knowledge to form a structural model and visualize the casual relationship between subsystems through a casual diagram, revealing that the causal relationships between measurement criteria and the proposed model can provide a viable assessment of the alliance with satisfactory criteria that fit the decision-makers requirements, especially when the assessment criteria are various and interrelated. Financial resources were the strongest factor within the strategic behavior dimension (D1), whereas the minimize manufacturing cost was the foremost basic determinant in the cost perspective (D2). The specialists also demonstrated that obtaining dominant technology was a determinative component within organizational learning (D3). This paper offers proposals for government authorities to plan a machine tools industry strategy for Taiwan and for companies to formulate business directions for long-run advancement.

Validating Professional Learning Communities Practice Model in a Malaysian Context

<p style="text-align: justify;">Despite the ubiquity of professional learning communities (PLCs) among researchers, studies on PLCs have widely differed in terms of dimensions used to conceptualise them. Thus, the study aimed to validate the conceptual model consisting of PLCs practices. The study employed a quantitative method using a survey. Firstly, a pilot test was conducted in which 103 school-teachers were involved in completing a questionnaire. The Exploratory Factor Analysis (EFA) had determined six dimensions and 20 elements of PLCs practices. Then, the field study was conducted using the new questionnaire. The survey involved 386 school-teachers from 25 High Performing Schools (HPS). The result revealed that: I) Based on the Confirmatory Factor Analysis (CFA), multidimensional PLCs practice model is evidence in the Malaysian context. They are operationalised in six dimensions including visions, missions and values, professional leadership, collective and collaborative culture, sharing of best practices, conducive school climate, and strategic alliances among stakeholders and, ii) The level of PLCs implementation in HPS is high for all the dimensions. The practical implications from the study and future research recommendations were also discussed.</p>

Spinoffs’ alliance network growth beyond parental ties: performance diminishing, then performance enhancing

Spinoff firms are a common phenomenon in entrepreneurship where employees leave incumbent parent firms to found their own. Like other types of new firms, such new spinoffs face liabilities of newness and smallness. Previous research has emphasised the role of the initial endowments from their parent firm to overcome such liabilities. In this study, we argue and are the first to show, that, in addition to such endowments, growing an alliance network with firms other than their parents’ is also critical for spinoff performance. Specifically, we investigate the performance effect of alliance network growth in newly founded spinoffs using a longitudinal sample of 248 spinoffs and 3370 strategic alliances in the mining industry. Drawing on theory based on the resource adjustment costs of forming alliances, we posit and find a U-shaped relationship between the alliance network growth and spinoff performance, above and beyond the parent firm’s influence. We further hypothesise and find that performance effects become stronger with increased time lags between alliance network growth and spinoff performance, and when spinoffs delay growing their alliance networks. Implications for theory and practice are discussed.

How knowledge acquisition creates a competitive edge? A qualitative inquiry from international consultancy alliance

PurposeThe current study attempts to bridge the existing gap related to the role of knowledge acquisition from international alliance partners to improve competitiveness by examining the distinct processes of knowledge acquisition and the challenges confronted in this learning process in order to enhance local and international market performance.Design/methodology/approachFollowing case-study approach based on systematic combining, the study presents a case of knowledge acquisition and learning in the context of an international consultancy alliance between leading Pakistani and Chinese engineering firms using six in-depth interviews of key engineers to explore the dynamic mechanisms for knowledge acquisition and learning from the Chinese firm. Grounded analysis drawn upon the Straussian version of grounded theory (GT) {{Strauss, 1990 #136} Strauss, 1998 #139} is used for data analysis in this research.FindingsIt was found that the processes of explicit and implicit knowledge acquisition from Chinese firms are integrated consultancy working, social and technical adaptability and seeking confirmation about the work done and knowledge/theories and models used in work. However, these processes are quite complex, posing serious challenges for National Engineering Services, Pakistan to acquire the required knowledge, which can be addressed through partners' motivation to share and acquire knowledge, cultural intelligence and friendship and informal association. The study also found that the knowledge acquired from technologically advanced international organizations by the host partner in the international strategic alliance not only provides a competitive edge to the local host in its local market but also builds its capacity to undertake similar projects in other parts of the world, substantially enhancing its market success.Originality/valueAdding up to the current literature that focuses on knowledge acquisition in a parent-subsidiary relationship, the current research proposes a framework for knowledge acquisition in the unique context of international strategic alliances. The research provides managerial guidelines to manage knowledge acquisition for gaining a competitive edge that would be helpful for the managers in the era of growing interdependence among the organizations across the borders.

Responsible I(m)ovation in Asia Pacific regions

Over the past 20 years, a debate has developed on the differences between innovation and imitation strategies as mechanisms by which businesses operating in the Asia Pacific region may gain a competitive advantage. The current research contributes to this debate from a different perspective by exploring some of the challenges and opportunities associated with the combination of both strategies into what has been defined as imovation. Imovators and imovations do not stand alone in business ecosystems. Rather, they should be embraced in the context of sustainability-related virtues and emerging capabilities, such as ethical behaviour, co-responsibility and positive social impact. Taking dynamic capabilities as a theoretical lens, this paper conducts an empirical investigation of responsible imovation in a sample of 180 enterprises operating in the Asia Pacific market. In particular, this research evaluates the relationship between dynamic capabilities and imovation capabilities using a logistic regression analysis whereby we correlate the three main features of imovation strategies: strategic alliances, strategic decision-making and product innovations. To the best of our knowledge, ours is the first study to focus on responsible imovation in the Asia Pacific market from an empirical perspective. The research highlights the key organisational and individual actions with the potential both to preserve existing capabilities and to create and integrate new ones. Our findings highlight the importance of technology adoption for responsible imovation to become more effective and accessible to imovators in the Asia Pacific business ecosystem. We conclude that responsible imovations combined with product-level innovations and core dynamic capabilities pave the way towards more rapid growth and a more sustainable competitive advantage.

Market structure and horizontal growth strategies – A case study of the container shipping industry

This article aims to review the structural transformation in the container shipping industry from 1995 to 2020 and identify the growth strategies of global carriers to enhance their market presence. Along with large investments in mega vessels, the growing deployment of charter capacity in all ship sectors has been a prominent trend in fleet expansion. The waves of mergers/acquisitions and bankruptcies have narrowed the group of global carriers. In addition to internal and external growth, they have been increasingly involved in strategic alliances to expand service coverage and compete well with powerful rivals. A few mega carriers have progressively captured the industry. In 2020, the Top 12 controlled 88 % of the global supply, and nearly 56 % was in the hands of the Top 4. Besides the substantial expansion of the four biggest carriers, we can identify the de-concentration within this gigantic group through the less inequality between their market shares.

THE IMPACT OF STRATEGIC ALLIANCES ON THE DEVELOPMENT OF HUMAN RESOURCES: CASE STUDY OF SME'S IN EAST JAVA PROVINCE, INDONESIA)

This researchh has a purpose to observe strategic of alliances’s effect which were consist of efficiency, on the growth of human resources, knowledge or learning, and market motives. In this study the researcher used a quantitative approach, the data used were primary data and the data collection technique carried out by the researcher was using a questionnaire instrument. The results of this study showed that knowledge as a reason for forging strategic partnerships has a positive effect on human resources (HR) development in the MSME sector. Meanwhile, as a motivator for forging strategic alliances, the market does not affect the development of human resources (HR) and efficiency.

Global trends and problems of digital transformation in the global aviation services market

In the article, based on an assessment of the evolution, dynamics and modern trends in the development of world aviation, it was substantiated that at the present stage, aviation is one of the most globalized industries, continuing its geographical expansion, withstanding world crises and demonstrating longterm growth and sustainability. The main trends in the modernization of the aviation industry are revealed and the mechanisms of the impact of digitalization on the consumption patterns in the modern world market of aviation services in the context of demographic and technological shifts are assessed. The possibilities of introducing new models of service delivery in the context of digitalization of world aviation have been identified. The main global trends have been formulated that will determine the development of the world aviation services market in the context of its digitalization in the future, in particular: the development of customer focus; accelerated implementation of advanced data analytics; increasing pressure on airlines in the context of increasing environmental sustainability; complication of distribution systems in the context of increased competition with international companies — technology giants; modification of international airline networks; growth of cross-border partnerships and strategic alliances in the industry. We have found that the most important area of modernization of the industry will be the challenges of the development of intermodal and multimodal air transport communications, as well as the optimization of air traffic management at the international level. Finally, the authors believe that regulatory differentiation and heterogeneity in different countries remains a key barrier to digital transformation in the global aviation services market, and besides, national legislation is not yet able to timely adapt to the rapid changes taking place in the market.

Capacity Development Associated with the Implementation of Emissions Trading System in Mexico

The creation of an emissions trading system in Mexico as response to international policy on climate change forces the government and corporations to create new activities and responsibilities to address this issue. It is also important to know who will be the decision-maker and who is in charge of the institutional work (representation and negotiation). The main objective of this chapter is to point out who the stakeholders involved in the design, implementation, evaluation and transparency of the system are, or should be, according to the national regulatory framework and international summons. We shall also analyze the mechanics and information provided by the system and how it helps to make environmental policy, which helps to reduce emissions. Finally, we will also analyze whether it also helps to establish strategic alliances and international agreements toward common objectives and priorities. The chapter approaches the topic based on capacity development theory, which focuses on improving governance among different levels and stakeholders: government, companies, civil organizations, and scientists. We emphasize the potential of training spaces as a place for transformation and developing a learning framework whose own relevance relies on the focus of emergent strategies, which ensure the environmental integrity and conditions for the country’s competence in the international context. This chapter contributes to existing literature about the understanding of executing such a system, the stakeholders involved at the national level, and their potential to create international networks.