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Justifying strategic alliances and partnering: a prerequisite for virtual enterprising

Author

Listed:
  • Meade, L. M.
  • Liles, D. H.
  • Sarkis, J.

Abstract

The objective of this paper is to help define and introduce the concept of justifying strategic relationships and agreements among enterprises. When enterprises choose major strategic projects they go through a management decision process that includes planning, analysis, evaluation, implementation, and improvement (auditing) of these projects. Analytical and decision tools to aid in strategic decision making are relatively rare, tools to aid in strategic alliance formation, are almost non-existent. This paper presents the argument that strategic alliances and relationships among enterprises can be analyzed using a strategic justification approach which will require that each side of a partnership or alliance make a 'business case' that will justify such a relationship. Some of the pertinent managerial and research issues within the area of strategic alliances, along with a discussion on its evolution are presented. A tool that can support the strategic alliance management process is presented. An illustrative example for the tool and its supporting methodology will provide additional insights.

Suggested Citation

  • Meade, L. M. & Liles, D. H. & Sarkis, J., 1997. "Justifying strategic alliances and partnering: a prerequisite for virtual enterprising," Omega, Elsevier, vol. 25(1), pages 29-42, February.
    • Handle: RePEc:eee:jomega:v:25:y:1997:i:1:p:29-42
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    References listed on IDEAS

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    1. Ramasesh, RV & Jayakumar, MD, 1993. "Economic justification of advanced manufacturing technology," Omega, Elsevier, vol. 21(3), pages 289-306, May.
    2. Bronder, Christoph & Pritzl, Rudolf, 1992. "Developing strategic alliances: A conceptual framework for successful co-operation," European Management Journal, Elsevier, vol. 10(4), pages 412-421, December.
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    Cited by:

    1. D Y Sha & Z H Che, 2006. "Supply chain network design: partner selection and production/distribution planning using a systematic model," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(1), pages 52-62, January.
    2. Zhu, Qinghua & Sarkis, Joseph & Cordeiro, James J. & Lai, Kee-Hung, 2008. "Firm-level correlates of emergent green supply chain management practices in the Chinese context," Omega, Elsevier, vol. 36(4), pages 577-591, August.
    3. Jukka Majava & Ville Isoherranen & Pekka Kess, 2013. "Business Collaboration Concepts and Implications for Companies," International Journal of Synergy and Research, ToKnowPress, vol. 2(1), pages 23-40.
    4. Agarwal, Ashish & Shankar, Ravi & Tiwari, M.K., 2006. "Modeling the metrics of lean, agile and leagile supply chain: An ANP-based approach," European Journal of Operational Research, Elsevier, vol. 173(1), pages 211-225, August.
    5. Singer, Marcos & Donoso, Patricio & Traverso, Pedro, 2003. "Quality strategies in supply chain alliances of disposable items," Omega, Elsevier, vol. 31(6), pages 499-509, December.
    6. Wang, H.S., 2009. "A two-phase ant colony algorithm for multi-echelon defective supply chain network design," European Journal of Operational Research, Elsevier, vol. 192(1), pages 243-252, January.
    7. Mikhailov, L., 2002. "Fuzzy analytical approach to partnership selection in formation of virtual enterprises," Omega, Elsevier, vol. 30(5), pages 393-401, October.
    8. repec:tkp:ijsrsy:v:2:y:2012:i:1:p:23-40 is not listed on IDEAS

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