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Using strategic alliances to facilitate community-based new venture creation

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  • Peter W. Moroz
  • Bob Kayseas
  • Robert B. Anderson

Abstract

In this essay we explore how strategic alliances (SA) between organisations and communities can be used to develop opportunities that are advantageous for both the corporation and the community venturer. In particular, indigenous communities have access to significant amounts of natural resources and corporations need access to these. Thus, there is an urgent need to discover the factors that drive the creation of successful corporate/community alliances and how these may be used to create sustainable new ventures that serve both economic and social value creation. To do this we review theory through the lens of three distinct but interrelated perspectives: strategic alliances, entrepreneurship and community. We argue that a sufficient framework for informing corporate/community-based ventures has not yet been devised. The article concludes with discussion concerning the potential for the weaving of factors/issues identified in the reviewed literature into a framework that will guide future research.

Suggested Citation

  • Peter W. Moroz & Bob Kayseas & Robert B. Anderson, 2014. "Using strategic alliances to facilitate community-based new venture creation," International Journal of Entrepreneurship and Small Business, Inderscience Enterprises Ltd, vol. 22(1), pages 36-49.
    • Handle: RePEc:ids:ijesbu:v:22:y:2014:i:1:p:36-49
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    Citations

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    Cited by:

    1. Antony I. Jongwe & Peter W. Moroz & Moses Gordon & Robert B. Anderson, 2020. "Strategic Alliances in Firm-Centric and Collective Contexts: Implications for Indigenous Entrepreneurship," Economies, MDPI, vol. 8(2), pages 1-31, April.
    2. Powell, E. Erin & Hamann, Ralph & Bitzer, Verena & Baker, Ted, 2018. "Bringing the elephant into the room? Enacting conflict in collective prosocial organizing," Journal of Business Venturing, Elsevier, vol. 33(5), pages 623-642.

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