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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Strategic Alliances</h1><div class="u-tcGrayDark">33,892 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Strategic Alliances</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Strategic_Alliances">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Strategic_Alliances/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Strategic_Alliances/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Strategic_Alliances/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Strategic_Alliances">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_19613263" data-work_id="19613263" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19613263/_Introduction_Asian_Settler_Colonialism_in_the_U_S_Colony_of_Hawai%CA%BBi_Asian_Settler_Colonialism_From_Local_Governance_to_the_Habits_of_Everyday_Life_in_Hawai%CA%BBi_Eds_Candace_Fujikane_and_Jonathan_Okamura_Honolulu_University_of_Hawai%CA%BBi_Press_2008">"Introduction: Asian Settler Colonialism in the U.S. Colony of Hawaiʻi." Asian Settler Colonialism: From Local Governance to the Habits of Everyday Life in Hawaiʻi. Eds. Candace Fujikane and Jonathan Okamura. Honolulu: University of Hawaiʻi Press, 2008.</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19613263" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="643198328fb1d1e59b18e36b7ef369a1" rel="nofollow" data-download="{"attachment_id":40734397,"asset_id":19613263,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/40734397/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1379196" href="https://hawaii.academia.edu/CandaceFujikane">Candace Fujikane</a><script data-card-contents-for-user="1379196" type="text/json">{"id":1379196,"first_name":"Candace","last_name":"Fujikane","domain_name":"hawaii","page_name":"CandaceFujikane","display_name":"Candace Fujikane","profile_url":"https://hawaii.academia.edu/CandaceFujikane?f_ri=5723","photo":"https://0.academia-photos.com/1379196/501945/33213206/s65_candace.fujikane.png"}</script></span></span></li><li class="js-paper-rank-work_19613263 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="19613263"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 19613263, container: ".js-paper-rank-work_19613263", }); 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href="https://www.academia.edu/27497611/Coping_with_austerity_innovation_via_collaboration_or_retreat_to_the_known">Coping with austerity: innovation via collaboration or retreat to the known</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">COPING WITH AUSTERITY: INNOVATION VIA COLLABORATION OR RETREAT TO THE KNOWN? This article explores potential approaches to the management of public sector austerity through collaborative innovation. Practitioner-based insider research... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_27497611" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">COPING WITH AUSTERITY: INNOVATION VIA COLLABORATION OR RETREAT TO THE KNOWN?<br />This article explores potential approaches to the management of public sector austerity through collaborative innovation. Practitioner-based insider research offers an insight into how collaborative innovation can work in the public sector, what undermines it and what impact the active management of a turbulent environment can make in creating divergent outcomes.  A flexible action framework – modelling collaborative innovation – offers a practical means of understanding and supporting effective innovation through collaboration. <br />Keywords:  austerity; collaboration; innovation; insider research</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/27497611" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="78e71daed737b4cabe4c1c01c6373fbe" rel="nofollow" data-download="{"attachment_id":47754276,"asset_id":27497611,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/47754276/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3290547" href="https://open.academia.edu/SivVangen">Siv Vangen</a><script data-card-contents-for-user="3290547" type="text/json">{"id":3290547,"first_name":"Siv","last_name":"Vangen","domain_name":"open","page_name":"SivVangen","display_name":"Siv Vangen","profile_url":"https://open.academia.edu/SivVangen?f_ri=5723","photo":"https://0.academia-photos.com/3290547/4510071/14813502/s65_siv.vangen.jpg"}</script></span></span></li><li class="js-paper-rank-work_27497611 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="27497611"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 27497611, container: ".js-paper-rank-work_27497611", }); 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Revolts)","url":"https://www.academia.edu/Documents/in/Arab_Spring_Arab_Revolts_?f_ri=5723"},{"id":229576,"name":"Alliances","url":"https://www.academia.edu/Documents/in/Alliances?f_ri=5723"},{"id":3055059,"name":"Regional order in the Middle East","url":"https://www.academia.edu/Documents/in/Regional_order_in_the_Middle_East?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_42972882" data-work_id="42972882" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/42972882/IMMUNITY_FROM_WESTERN_POLICY_ORIENTATION_REVISING_THE_RELATIONS_BETWEEN_GREECE_AND_RUSSIA">IMMUNITY FROM WESTERN POLICY ORIENTATION: REVISING THE RELATIONS BETWEEN GREECE AND RUSSIA</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">In СРАВНИТЕЛЬНАЯ ПОЛИТИКА И ГЕОПОЛИТИКА <br /><br />Moscow Russia</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/42972882" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b67ff659eecc49bf076791c5677d9bae" rel="nofollow" data-download="{"attachment_id":63231472,"asset_id":42972882,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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Efthymiopoulos","profile_url":"https://nup.academia.edu/DrMariosEfthymiopoulos?f_ri=5723","photo":"https://0.academia-photos.com/911103/881586/62371148/s65_dr._marios.efthymiopoulos.jpg"}</script></span></span></li><li class="js-paper-rank-work_42972882 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="42972882"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 42972882, container: ".js-paper-rank-work_42972882", }); });</script></li><li class="js-percentile-work_42972882 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 42972882; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var 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class="InlineList-item-text" data-has-card-for-ri="727" rel="nofollow" href="https://www.academia.edu/Documents/in/Development_Economics">Development Economics</a>, <script data-card-contents-for-ri="727" type="text/json">{"id":727,"name":"Development Economics","url":"https://www.academia.edu/Documents/in/Development_Economics?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2789" rel="nofollow" href="https://www.academia.edu/Documents/in/Government">Government</a><script data-card-contents-for-ri="2789" type="text/json">{"id":2789,"name":"Government","url":"https://www.academia.edu/Documents/in/Government?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=42972882]'), work: {"id":42972882,"title":"IMMUNITY FROM WESTERN POLICY ORIENTATION: REVISING THE RELATIONS BETWEEN GREECE AND RUSSIA","created_at":"2020-05-07T11:33:39.836-07:00","url":"https://www.academia.edu/42972882/IMMUNITY_FROM_WESTERN_POLICY_ORIENTATION_REVISING_THE_RELATIONS_BETWEEN_GREECE_AND_RUSSIA?f_ri=5723","dom_id":"work_42972882","summary":"In СРАВНИТЕЛЬНАЯ ПОЛИТИКА И ГЕОПОЛИТИКА \n\nMoscow Russia","downloadable_attachments":[{"id":63231472,"asset_id":42972882,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":911103,"first_name":"Dr. Marios","last_name":"Efthymiopoulos","domain_name":"nup","page_name":"DrMariosEfthymiopoulos","display_name":"Dr. Marios P Efthymiopoulos","profile_url":"https://nup.academia.edu/DrMariosEfthymiopoulos?f_ri=5723","photo":"https://0.academia-photos.com/911103/881586/62371148/s65_dr._marios.efthymiopoulos.jpg"}],"research_interests":[{"id":389,"name":"Russian 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Science \u0026 International Affairs","url":"https://www.academia.edu/Documents/in/Political_Science_and_International_Affairs?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_48874182" data-work_id="48874182" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/48874182/THE_ENTERTAINMENT_LEADER_IN_MEXICO_A_STRATEGIC_ALLIANCE">THE ENTERTAINMENT LEADER IN MEXICO: A STRATEGIC ALLIANCE</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The research analyzes the case of Ventura Entertainment, a group that is currently a leader in the industry of theme parks in Mexico, this analysis from a strategic management perspective, focused on the strategic alliances that led it to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_48874182" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The research analyzes the case of Ventura Entertainment, a group that is<br />currently a leader in the industry of theme parks in Mexico, this analysis from a<br />strategic management perspective, focused on the strategic alliances that led it<br />to be in that position. This group is of recent creation and has various short and<br />long term strategies which will be specified in the development of the research.<br />Hence the question that was the central axis of this investigation. What was the<br />impact of Ventura Entertainment's strategic alliance? The hypothesis is that the<br />horizontal merger strategy was the success factor for this company. The method<br />followed consisted of reviewing the literature on strategic alliances and<br />corporate mergers, as well as company data.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/48874182" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="81e7d1e21efccb0fc54d76f6fcef96d1" rel="nofollow" data-download="{"attachment_id":67284527,"asset_id":48874182,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/67284527/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="136858" href="https://independent.academia.edu/Jos%C3%A9GVargashernandez">José G. Vargas-hernandez</a><script data-card-contents-for-user="136858" type="text/json">{"id":136858,"first_name":"José G.","last_name":"Vargas-hernandez","domain_name":"independent","page_name":"JoséGVargashernandez","display_name":"José G. Vargas-hernandez","profile_url":"https://independent.academia.edu/Jos%C3%A9GVargashernandez?f_ri=5723","photo":"https://0.academia-photos.com/136858/36322/33364/s65_jos_g..vargas-hernandez.png"}</script></span></span></li><li class="js-paper-rank-work_48874182 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="48874182"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 48874182, container: ".js-paper-rank-work_48874182", }); });</script></li><li class="js-percentile-work_48874182 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 48874182; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_48874182"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_48874182 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="48874182"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 48874182; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=48874182]").text(description); $(".js-view-count-work_48874182").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_48874182").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="48874182"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="110076" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategies">Strategies</a>, <script data-card-contents-for-ri="110076" type="text/json">{"id":110076,"name":"Strategies","url":"https://www.academia.edu/Documents/in/Strategies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="329710" rel="nofollow" href="https://www.academia.edu/Documents/in/Mergers">Mergers</a><script data-card-contents-for-ri="329710" type="text/json">{"id":329710,"name":"Mergers","url":"https://www.academia.edu/Documents/in/Mergers?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=48874182]'), work: {"id":48874182,"title":"THE ENTERTAINMENT LEADER IN MEXICO: A STRATEGIC ALLIANCE","created_at":"2021-05-10T12:18:52.684-07:00","url":"https://www.academia.edu/48874182/THE_ENTERTAINMENT_LEADER_IN_MEXICO_A_STRATEGIC_ALLIANCE?f_ri=5723","dom_id":"work_48874182","summary":"The research analyzes the case of Ventura Entertainment, a group that is\ncurrently a leader in the industry of theme parks in Mexico, this analysis from a\nstrategic management perspective, focused on the strategic alliances that led it\nto be in that position. This group is of recent creation and has various short and\nlong term strategies which will be specified in the development of the research.\nHence the question that was the central axis of this investigation. What was the\nimpact of Ventura Entertainment's strategic alliance? The hypothesis is that the\nhorizontal merger strategy was the success factor for this company. The method\nfollowed consisted of reviewing the literature on strategic alliances and\ncorporate mergers, as well as company data.","downloadable_attachments":[{"id":67284527,"asset_id":48874182,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":136858,"first_name":"José G.","last_name":"Vargas-hernandez","domain_name":"independent","page_name":"JoséGVargashernandez","display_name":"José G. Vargas-hernandez","profile_url":"https://independent.academia.edu/Jos%C3%A9GVargashernandez?f_ri=5723","photo":"https://0.academia-photos.com/136858/36322/33364/s65_jos_g..vargas-hernandez.png"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":110076,"name":"Strategies","url":"https://www.academia.edu/Documents/in/Strategies?f_ri=5723","nofollow":true},{"id":329710,"name":"Mergers","url":"https://www.academia.edu/Documents/in/Mergers?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_33745201" data-work_id="33745201" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" 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u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">An examination of employee retention strategy in a private organisation in Zimbabwe</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68991528" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7a11200eb212acb06a034b87a978ea05" rel="nofollow" data-download="{"attachment_id":79263246,"asset_id":68991528,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/453419/Building_Unlikely_Alliances_An_Interview_with_Andrea_Smith_Sharmeen_Khan_Tyler_McCreary_David_Hugill_Upping_the_Anti_">Building Unlikely Alliances: An Interview with Andrea Smith [Sharmeen Khan, Tyler McCreary, David Hugill] (Upping the Anti)</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/453419" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a 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})();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_68345387" data-work_id="68345387" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/68345387/Cooperative_marketing_alliances_for_new_products_commercialization_as_an_entrepreneurial_strategy_An_analytical_comparative_study_of_football_industry">Cooperative marketing alliances for new products commercialization as an entrepreneurial strategy: An analytical-comparative study of football industry</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Marketing of new products as an important part of the commercialization process, plays a critical role in the success of developer companies. Most new products fail, and in sequence cause the company not to reach the financial and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68345387" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Marketing of new products as an important part of the commercialization process, plays a critical role in the success of developer companies. Most new products fail, and in sequence cause the company not to reach the financial and marketing aims. The paper concentrates on cooperative marketing alliances as a successful approach to commercialization of new products, by studying the Iranian Football Premier League as a context for cooperative marketing alliances among football clubs and business enterprises. Popularity of football clubs has been mentioned as a business platform, for commercialization and marketing of new products, not just by sponsorship, but by involvement of the club in marketing and even some production processes. The paper concentrates on sponsorship status in Iran and measures the success of this practice in clubs that participated in the Iranian Premier League 2008 to 2009. For this purpose, the contract duration, validity and payment on promise have been measured. Results show that sponsorship is usually very short term and supports only a small bulk of club costs. The reliance on governmental aids and unprofessional managers offers, are the main reasons for this failure. Then the structure of marketing in some pioneering football clubs studied as a benchmark for success. In conclusion, researchers suggest the promotion to co-marketing as a strategic alliance between football clubs and sponsors, so that mutual benefit can help football clubs to cover a greater part of their costs and have better usage from their equities, and help the business enterprise to enjoy from popularity of football clubs to exploit the market potential. Study results show that cooperative marketing may offer an entrepreneurial approach to new product commercialization, and will promote the marketing abilities of football clubs.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68345387" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6d1420e5ff366ac8fdcf08ec081caf31" rel="nofollow" data-download="{"attachment_id":78851948,"asset_id":68345387,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78851948/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="205876797" href="https://ulaval.academia.edu/HadiZarea">Hadi Zarea</a><script data-card-contents-for-user="205876797" type="text/json">{"id":205876797,"first_name":"Hadi","last_name":"Zarea","domain_name":"ulaval","page_name":"HadiZarea","display_name":"Hadi Zarea","profile_url":"https://ulaval.academia.edu/HadiZarea?f_ri=5723","photo":"https://0.academia-photos.com/205876797/66385025/54736108/s65_hadi.zarea.jpg"}</script></span></span></li><li class="js-paper-rank-work_68345387 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="68345387"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 68345387, container: ".js-paper-rank-work_68345387", }); 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Most new products fail, and in sequence cause the company not to reach the financial and marketing aims. The paper concentrates on cooperative marketing alliances as a successful approach to commercialization of new products, by studying the Iranian Football Premier League as a context for cooperative marketing alliances among football clubs and business enterprises. Popularity of football clubs has been mentioned as a business platform, for commercialization and marketing of new products, not just by sponsorship, but by involvement of the club in marketing and even some production processes. The paper concentrates on sponsorship status in Iran and measures the success of this practice in clubs that participated in the Iranian Premier League 2008 to 2009. For this purpose, the contract duration, validity and payment on promise have been measured. Results show that sponsorship is usually very short term and supports only a small bulk of club costs. The reliance on governmental aids and unprofessional managers offers, are the main reasons for this failure. Then the structure of marketing in some pioneering football clubs studied as a benchmark for success. In conclusion, researchers suggest the promotion to co-marketing as a strategic alliance between football clubs and sponsors, so that mutual benefit can help football clubs to cover a greater part of their costs and have better usage from their equities, and help the business enterprise to enjoy from popularity of football clubs to exploit the market potential. 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$('*[data-has-card-for-ri-list=41664081]'), work: {"id":41664081,"title":"Asia's Regional Architecture: Alliances and Institutions in the Pacific Century","created_at":"2020-01-17T22:23:24.188-08:00","url":"https://www.academia.edu/41664081/Asias_Regional_Architecture_Alliances_and_Institutions_in_the_Pacific_Century?f_ri=5723","dom_id":"work_41664081","summary":null,"downloadable_attachments":[{"id":61819228,"asset_id":41664081,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":408150,"first_name":"Mark","last_name":"Beeson","domain_name":"uts","page_name":"MarkBeeson","display_name":"Mark Beeson","profile_url":"https://uts.academia.edu/MarkBeeson?f_ri=5723","photo":"https://0.academia-photos.com/408150/99958/5722517/s65_mark.beeson.jpg"}],"research_interests":[{"id":3705,"name":"International Security","url":"https://www.academia.edu/Documents/in/International_Security?f_ri=5723","nofollow":true},{"id":4370,"name":"Security","url":"https://www.academia.edu/Documents/in/Security?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":9379,"name":"Asia Pacific Region","url":"https://www.academia.edu/Documents/in/Asia_Pacific_Region?f_ri=5723","nofollow":true},{"id":63804,"name":"Institutions","url":"https://www.academia.edu/Documents/in/Institutions?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_16585783" data-work_id="16585783" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/16585783/EVALUATION_OF_PUBLIC_PRIVATE_PARTNERSHIP_PROJECTS_IN_SOMALIA_CASE_IN_MUGADISHU_AIRPORT_AND_SEAPORT_MANAGED_BY_TURKISH_FAVORI_AND_ALBAYRAK_COMPANIES">EVALUATION OF PUBLIC PRIVATE PARTNERSHIP PROJECTS IN SOMALIA: CASE IN MUGADISHU AIRPORT AND SEAPORT MANAGED BY TURKISH FAVORI AND ALBAYRAK COMPANIES</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The main objectives of this study are to examine the role of public private partnership projects on infrastructure development and economic growth and explore the challenges facing public private partnership projects managed Turkish... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_16585783" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The main objectives of this study are to examine the role of public private partnership projects on infrastructure development and economic growth and explore the challenges facing public private partnership projects managed Turkish companies in Somalia. A descriptive research design was used; the study population was the employees of airport and seaport and merchants in Mogadishu and a sample size of 87 were drawn.  A self administered questionnaire was employed to collect the data from respondents and then analyzed by using descriptive statistics with the aid of SPSS. The findings indicated the role of public private partnership played a significant role on the social and infrastructure developments. Establishment of joint ventures under government and privates boosted economic growth significantly through investment and employment creation in Somalia. Finally, the challenges included not only less knowledge to public private partnership undermined and delayed the implementation of these projects directly and it affected on the infrastructure developments currently and  in the long run but also inefficiency from the government intervention and its fragile administration causes delays in the projects’ implementations. Therefore, the study underlined public private partnership could be fruitful if the awareness is promoted as well as government refrains from improper involvements. <br />Keywords: Public Private Partnerships, Albayrak and  Favori</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/16585783" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="df5208311a71c78f6c752fbe46721201" rel="nofollow" data-download="{"attachment_id":39061695,"asset_id":16585783,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/39061695/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="29754780" href="https://simad.academia.edu/UstadAhmedTall">Ahmed Tall</a><script data-card-contents-for-user="29754780" type="text/json">{"id":29754780,"first_name":"Ahmed","last_name":"Tall","domain_name":"simad","page_name":"UstadAhmedTall","display_name":"Ahmed Tall","profile_url":"https://simad.academia.edu/UstadAhmedTall?f_ri=5723","photo":"https://0.academia-photos.com/29754780/8888588/9955524/s65_ahmed.tall.jpg"}</script></span></span></li><li class="js-paper-rank-work_16585783 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="16585783"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 16585783, container: ".js-paper-rank-work_16585783", }); 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$(".js-view-count[data-work-id=16585783]").text(description); $(".js-view-count-work_16585783").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_16585783").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="16585783"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="181131" rel="nofollow" href="https://www.academia.edu/Documents/in/Poverty_Alleviation">Poverty Alleviation</a>, <script data-card-contents-for-ri="181131" type="text/json">{"id":181131,"name":"Poverty Alleviation","url":"https://www.academia.edu/Documents/in/Poverty_Alleviation?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="255120" rel="nofollow" href="https://www.academia.edu/Documents/in/All_sciences">All sciences</a><script data-card-contents-for-ri="255120" type="text/json">{"id":255120,"name":"All sciences","url":"https://www.academia.edu/Documents/in/All_sciences?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=16585783]'), work: {"id":16585783,"title":"EVALUATION OF PUBLIC PRIVATE PARTNERSHIP PROJECTS IN SOMALIA: CASE IN MUGADISHU AIRPORT AND SEAPORT MANAGED BY TURKISH FAVORI AND ALBAYRAK COMPANIES","created_at":"2015-10-08T20:03:44.178-07:00","url":"https://www.academia.edu/16585783/EVALUATION_OF_PUBLIC_PRIVATE_PARTNERSHIP_PROJECTS_IN_SOMALIA_CASE_IN_MUGADISHU_AIRPORT_AND_SEAPORT_MANAGED_BY_TURKISH_FAVORI_AND_ALBAYRAK_COMPANIES?f_ri=5723","dom_id":"work_16585783","summary":"The main objectives of this study are to examine the role of public private partnership projects on infrastructure development and economic growth and explore the challenges facing public private partnership projects managed Turkish companies in Somalia. A descriptive research design was used; the study population was the employees of airport and seaport and merchants in Mogadishu and a sample size of 87 were drawn. A self administered questionnaire was employed to collect the data from respondents and then analyzed by using descriptive statistics with the aid of SPSS. The findings indicated the role of public private partnership played a significant role on the social and infrastructure developments. Establishment of joint ventures under government and privates boosted economic growth significantly through investment and employment creation in Somalia. Finally, the challenges included not only less knowledge to public private partnership undermined and delayed the implementation of these projects directly and it affected on the infrastructure developments currently and in the long run but also inefficiency from the government intervention and its fragile administration causes delays in the projects’ implementations. Therefore, the study underlined public private partnership could be fruitful if the awareness is promoted as well as government refrains from improper involvements. \nKeywords: Public Private Partnerships, Albayrak and Favori\n","downloadable_attachments":[{"id":39061695,"asset_id":16585783,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":29754780,"first_name":"Ahmed","last_name":"Tall","domain_name":"simad","page_name":"UstadAhmedTall","display_name":"Ahmed Tall","profile_url":"https://simad.academia.edu/UstadAhmedTall?f_ri=5723","photo":"https://0.academia-photos.com/29754780/8888588/9955524/s65_ahmed.tall.jpg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":181131,"name":"Poverty Alleviation","url":"https://www.academia.edu/Documents/in/Poverty_Alleviation?f_ri=5723","nofollow":true},{"id":255120,"name":"All sciences","url":"https://www.academia.edu/Documents/in/All_sciences?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44255104" data-work_id="44255104" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44255104/17_Seleukid_Marriage_Alliances_In_E_Carney_S_M%C3%BCller_eds_The_Routledge_Companion_to_Women_and_Monarchy_in_the_Ancient_Mediterranean_Routledge_London_198_209_front_page_preview_">17. Seleukid Marriage Alliances.’ In E. Carney, S. Müller (eds.) The Routledge Companion to Women and Monarchy in the Ancient Mediterranean, Routledge, London: 198-209. (front page preview)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Despite Daniel Ogden’s and Alex McAuley’s work in collecting, organizing, and rationalizing the often contradictory information delivered by the ancient sources, the Seleukid genealogy still appears to be the most complex and chaotic maze... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44255104" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Despite Daniel Ogden’s and Alex McAuley’s work in collecting, organizing, and rationalizing the often contradictory information delivered by the ancient sources, the Seleukid genealogy still appears to be the most complex and chaotic maze of marital relations in the Hellenistic world. This chapter offers a fresh look at the matter by approaching the royal dynasty holistically as an ensemble of familial forces, which fluidly interacted with diverse geographical and chronological contexts, rather than as a line of rulers hypothetically matched with concurrent consorts. In so doing, I will use the term dynastic politics as embracing the alliances— and ruptures— created through marriage and all that royal marriage implies: inheritance, legitimation, regency, interdynastic blood relationships, and dynastic continuity.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44255104" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f6735c86e01228974bd6823a70a261b4" rel="nofollow" data-download="{"attachment_id":65347887,"asset_id":44255104,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65347887/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1019539" href="https://unibg.academia.edu/MonicaDAgostini">Monica D'Agostini</a><script data-card-contents-for-user="1019539" type="text/json">{"id":1019539,"first_name":"Monica","last_name":"D'Agostini","domain_name":"unibg","page_name":"MonicaDAgostini","display_name":"Monica D'Agostini","profile_url":"https://unibg.academia.edu/MonicaDAgostini?f_ri=5723","photo":"https://0.academia-photos.com/1019539/358078/18494102/s65_monica.d_agostini.jpg"}</script></span></span></li><li class="js-paper-rank-work_44255104 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="44255104"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 44255104, container: ".js-paper-rank-work_44255104", }); 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$(".js-view-count[data-work-id=44255104]").text(description); $(".js-view-count-work_44255104").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_44255104").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="44255104"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3266" rel="nofollow" href="https://www.academia.edu/Documents/in/Hellenistic_History">Hellenistic History</a>, <script data-card-contents-for-ri="3266" type="text/json">{"id":3266,"name":"Hellenistic History","url":"https://www.academia.edu/Documents/in/Hellenistic_History?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6952" rel="nofollow" href="https://www.academia.edu/Documents/in/Mediterranean_Studies">Mediterranean Studies</a>, <script data-card-contents-for-ri="6952" type="text/json">{"id":6952,"name":"Mediterranean Studies","url":"https://www.academia.edu/Documents/in/Mediterranean_Studies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="22878" rel="nofollow" href="https://www.academia.edu/Documents/in/Ancient_Greek_History">Ancient Greek History</a><script data-card-contents-for-ri="22878" type="text/json">{"id":22878,"name":"Ancient Greek History","url":"https://www.academia.edu/Documents/in/Ancient_Greek_History?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=44255104]'), work: {"id":44255104,"title":"17. Seleukid Marriage Alliances.’ In E. Carney, S. Müller (eds.) The Routledge Companion to Women and Monarchy in the Ancient Mediterranean, Routledge, London: 198-209. (front page preview)","created_at":"2020-10-08T08:47:53.491-07:00","url":"https://www.academia.edu/44255104/17_Seleukid_Marriage_Alliances_In_E_Carney_S_M%C3%BCller_eds_The_Routledge_Companion_to_Women_and_Monarchy_in_the_Ancient_Mediterranean_Routledge_London_198_209_front_page_preview_?f_ri=5723","dom_id":"work_44255104","summary":"Despite Daniel Ogden’s and Alex McAuley’s work in collecting, organizing, and rationalizing the often contradictory information delivered by the ancient sources, the Seleukid genealogy still appears to be the most complex and chaotic maze of marital relations in the Hellenistic world. This chapter offers a fresh look at the matter by approaching the royal dynasty holistically as an ensemble of familial forces, which fluidly interacted with diverse geographical and chronological contexts, rather than as a line of rulers hypothetically matched with concurrent consorts. In so doing, I will use the term dynastic politics as embracing the alliances— and ruptures— created through marriage and all that royal marriage implies: inheritance, legitimation, regency, interdynastic blood relationships, and dynastic continuity. ","downloadable_attachments":[{"id":65347887,"asset_id":44255104,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1019539,"first_name":"Monica","last_name":"D'Agostini","domain_name":"unibg","page_name":"MonicaDAgostini","display_name":"Monica D'Agostini","profile_url":"https://unibg.academia.edu/MonicaDAgostini?f_ri=5723","photo":"https://0.academia-photos.com/1019539/358078/18494102/s65_monica.d_agostini.jpg"}],"research_interests":[{"id":3266,"name":"Hellenistic History","url":"https://www.academia.edu/Documents/in/Hellenistic_History?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":6952,"name":"Mediterranean Studies","url":"https://www.academia.edu/Documents/in/Mediterranean_Studies?f_ri=5723","nofollow":true},{"id":22878,"name":"Ancient Greek History","url":"https://www.academia.edu/Documents/in/Ancient_Greek_History?f_ri=5723","nofollow":true},{"id":29276,"name":"Hellenistic and Roman Asia Minor","url":"https://www.academia.edu/Documents/in/Hellenistic_and_Roman_Asia_Minor?f_ri=5723"},{"id":29595,"name":"Seleucid Empire","url":"https://www.academia.edu/Documents/in/Seleucid_Empire?f_ri=5723"},{"id":35603,"name":"Ancient Greek Politics","url":"https://www.academia.edu/Documents/in/Ancient_Greek_Politics?f_ri=5723"},{"id":39553,"name":"History of Ancient Macedonia","url":"https://www.academia.edu/Documents/in/History_of_Ancient_Macedonia?f_ri=5723"},{"id":53033,"name":"Ptolemaic Egypt","url":"https://www.academia.edu/Documents/in/Ptolemaic_Egypt?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_539145" data-work_id="539145" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/539145/Australias_relationship_with_the_United_States_the_case_for_greater_independence">Australia's relationship with the United States: the case for greater independence</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">A number of recent events – especially attempts to negotiate a bilateral trade agreement and Australia’s participation in the conflict with Iraq – have thrown Australia’s relationship with the United States into sharp relief. While this... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_539145" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">A number of recent events – especially attempts to negotiate a bilateral trade agreement and Australia’s participation in the conflict with Iraq – have thrown Australia’s relationship with the United States into sharp relief. While this relationship has historically enjoyed strong bilateral endorsement, this uncritical support is beginning to unravel. At the very least, the relationship is being subjected to a renewed, more critical scrutiny. This paper argues that a dispassionate analysis of the relationship is appropriate and overdue. Not only are the benefits that accrue to ‘Australia’ from the relationship debateable, even when judged within the limited calculus of the ‘national interest’, but Australia’s uncritical support for US foreign policy is also helping to entrench potentially damaging aspects of American foreign policy and – somewhat ironically – undermine the legitimacy of its pre-eminent ‘hegemonic’ position.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/539145" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e08560e7a838e342c04d2d0e6934d416" rel="nofollow" data-download="{"attachment_id":2680826,"asset_id":539145,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/2680826/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="408150" href="https://uts.academia.edu/MarkBeeson">Mark Beeson</a><script data-card-contents-for-user="408150" type="text/json">{"id":408150,"first_name":"Mark","last_name":"Beeson","domain_name":"uts","page_name":"MarkBeeson","display_name":"Mark Beeson","profile_url":"https://uts.academia.edu/MarkBeeson?f_ri=5723","photo":"https://0.academia-photos.com/408150/99958/5722517/s65_mark.beeson.jpg"}</script></span></span></li><li class="js-paper-rank-work_539145 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="539145"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 539145, container: ".js-paper-rank-work_539145", }); });</script></li><li class="js-percentile-work_539145 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 539145; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_539145"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_539145 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="539145"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 539145; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=539145]").text(description); $(".js-view-count-work_539145").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_539145").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="539145"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5535" rel="nofollow" href="https://www.academia.edu/Documents/in/Critical_Security_Studies">Critical Security Studies</a>, <script data-card-contents-for-ri="5535" type="text/json">{"id":5535,"name":"Critical Security Studies","url":"https://www.academia.edu/Documents/in/Critical_Security_Studies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6697" rel="nofollow" href="https://www.academia.edu/Documents/in/Australia">Australia</a>, <script data-card-contents-for-ri="6697" type="text/json">{"id":6697,"name":"Australia","url":"https://www.academia.edu/Documents/in/Australia?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9379" rel="nofollow" href="https://www.academia.edu/Documents/in/Asia_Pacific_Region">Asia Pacific Region</a><script data-card-contents-for-ri="9379" type="text/json">{"id":9379,"name":"Asia Pacific Region","url":"https://www.academia.edu/Documents/in/Asia_Pacific_Region?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=539145]'), work: {"id":539145,"title":"Australia's relationship with the United States: the case for greater independence","created_at":"2011-04-20T11:11:30.790-07:00","url":"https://www.academia.edu/539145/Australias_relationship_with_the_United_States_the_case_for_greater_independence?f_ri=5723","dom_id":"work_539145","summary":"A number of recent events – especially attempts to negotiate a bilateral trade agreement and Australia’s participation in the conflict with Iraq – have thrown Australia’s relationship with the United States into sharp relief. While this relationship has historically enjoyed strong bilateral endorsement, this uncritical support is beginning to unravel. At the very least, the relationship is being subjected to a renewed, more critical scrutiny. This paper argues that a dispassionate analysis of the relationship is appropriate and overdue. Not only are the benefits that accrue to ‘Australia’ from the relationship debateable, even when judged within the limited calculus of the ‘national interest’, but Australia’s uncritical support for US foreign policy is also helping to entrench potentially damaging aspects of American foreign policy and – somewhat ironically – undermine the legitimacy of its pre-eminent ‘hegemonic’ position.","downloadable_attachments":[{"id":2680826,"asset_id":539145,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":408150,"first_name":"Mark","last_name":"Beeson","domain_name":"uts","page_name":"MarkBeeson","display_name":"Mark Beeson","profile_url":"https://uts.academia.edu/MarkBeeson?f_ri=5723","photo":"https://0.academia-photos.com/408150/99958/5722517/s65_mark.beeson.jpg"}],"research_interests":[{"id":5535,"name":"Critical Security Studies","url":"https://www.academia.edu/Documents/in/Critical_Security_Studies?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":6697,"name":"Australia","url":"https://www.academia.edu/Documents/in/Australia?f_ri=5723","nofollow":true},{"id":9379,"name":"Asia Pacific Region","url":"https://www.academia.edu/Documents/in/Asia_Pacific_Region?f_ri=5723","nofollow":true},{"id":36487,"name":"U.S. Foreign Policy","url":"https://www.academia.edu/Documents/in/U.S._Foreign_Policy?f_ri=5723"},{"id":112528,"name":"Australian foreign policy","url":"https://www.academia.edu/Documents/in/Australian_foreign_policy?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_19533652" data-work_id="19533652" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19533652/Network_Process_Strategic_Alliance_and_Performance_Empirical_Evidence_from_Nigeria">Network Process, Strategic Alliance and Performance: Empirical Evidence from Nigeria</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study explores the interplay between strategy alliance and network processes in explaining firm performance in highly unpredictable environments like what is obtained in Nigeria. Firms can outperform rivals by pursuing two types of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_19533652" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study explores the interplay between strategy alliance and network processes in explaining firm<br />performance in highly unpredictable environments like what is obtained in Nigeria. Firms can outperform rivals<br />by pursuing two types of strategic alliance: advantage-creating and advantage-enhancing. Each of these strategic<br />alliances creates different needs, motivations, and opportunities for joint activity. This research work shows that<br />firms with better advantage-creating strategies become entrenched in extra network process and are more likely<br />to form non-equity strategic alliances in the future period, whereas firms with strong advantage-enhancing<br />tendencies become rooted in intense network process with many equity-based strategic alliances in the future<br />period. However, if different strategies lead to formation of different types of network processes, are these<br />tendencies advantageous for firm performance? If not, what is the optimal combination of strategic alliance and<br />network processes that maximizes firm performance? This paper argue that network process provides<br />advantageous access to external resources that can both balance the internal capabilities of the firm and<br />substitute for the capabilities that a firm is lacking.This paper finds out that network process plays both<br />balancing and substitutive roles, however, my findings suggest dense network process is more favorable for<br />firms that have superior either advantage-creating or advantage-enhancing capabilities, whereas firms with<br />inferior internal capabilities can benefit more from a sparse network process. A correlation analysis was carried<br />out on a sample of 125 respondents which indicates a positive relationship among both variables</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19533652" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c6240f64023f0e718faf550403710af5" rel="nofollow" data-download="{"attachment_id":40678604,"asset_id":19533652,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/40678604/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33369952" href="https://nileuniversity.academia.edu/LucasElumah">Lucas Elumah</a><script data-card-contents-for-user="33369952" type="text/json">{"id":33369952,"first_name":"Lucas","last_name":"Elumah","domain_name":"nileuniversity","page_name":"LucasElumah","display_name":"Lucas Elumah","profile_url":"https://nileuniversity.academia.edu/LucasElumah?f_ri=5723","photo":"https://0.academia-photos.com/33369952/9872270/11004831/s65_lucas.elumah.jpg_oh_3f91d0f37d605dd62fd387a00b52c481_oe_565a9601___gda___1448748365_0748e38fbfa46af1cfee882c47786264"}</script></span></span></li><li class="js-paper-rank-work_19533652 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="19533652"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 19533652, container: ".js-paper-rank-work_19533652", }); });</script></li><li class="js-percentile-work_19533652 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 19533652; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_19533652"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_19533652 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="19533652"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 19533652; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=19533652]").text(description); $(".js-view-count-work_19533652").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_19533652").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="19533652"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8970" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Process_Networks">Business Process Networks</a>, <script data-card-contents-for-ri="8970" type="text/json">{"id":8970,"name":"Business Process Networks","url":"https://www.academia.edu/Documents/in/Business_Process_Networks?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39900" rel="nofollow" href="https://www.academia.edu/Documents/in/Firm_Performance">Firm Performance</a><script data-card-contents-for-ri="39900" type="text/json">{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=19533652]'), work: {"id":19533652,"title":"Network Process, Strategic Alliance and Performance: Empirical Evidence from Nigeria","created_at":"2015-12-07T03:20:55.655-08:00","url":"https://www.academia.edu/19533652/Network_Process_Strategic_Alliance_and_Performance_Empirical_Evidence_from_Nigeria?f_ri=5723","dom_id":"work_19533652","summary":"This study explores the interplay between strategy alliance and network processes in explaining firm\nperformance in highly unpredictable environments like what is obtained in Nigeria. Firms can outperform rivals\nby pursuing two types of strategic alliance: advantage-creating and advantage-enhancing. Each of these strategic\nalliances creates different needs, motivations, and opportunities for joint activity. This research work shows that\nfirms with better advantage-creating strategies become entrenched in extra network process and are more likely\nto form non-equity strategic alliances in the future period, whereas firms with strong advantage-enhancing\ntendencies become rooted in intense network process with many equity-based strategic alliances in the future\nperiod. However, if different strategies lead to formation of different types of network processes, are these\ntendencies advantageous for firm performance? If not, what is the optimal combination of strategic alliance and\nnetwork processes that maximizes firm performance? This paper argue that network process provides\nadvantageous access to external resources that can both balance the internal capabilities of the firm and\nsubstitute for the capabilities that a firm is lacking.This paper finds out that network process plays both\nbalancing and substitutive roles, however, my findings suggest dense network process is more favorable for\nfirms that have superior either advantage-creating or advantage-enhancing capabilities, whereas firms with\ninferior internal capabilities can benefit more from a sparse network process. A correlation analysis was carried\nout on a sample of 125 respondents which indicates a positive relationship among both variables","downloadable_attachments":[{"id":40678604,"asset_id":19533652,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33369952,"first_name":"Lucas","last_name":"Elumah","domain_name":"nileuniversity","page_name":"LucasElumah","display_name":"Lucas Elumah","profile_url":"https://nileuniversity.academia.edu/LucasElumah?f_ri=5723","photo":"https://0.academia-photos.com/33369952/9872270/11004831/s65_lucas.elumah.jpg_oh_3f91d0f37d605dd62fd387a00b52c481_oe_565a9601___gda___1448748365_0748e38fbfa46af1cfee882c47786264"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":8970,"name":"Business Process Networks","url":"https://www.academia.edu/Documents/in/Business_Process_Networks?f_ri=5723","nofollow":true},{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11759131" data-work_id="11759131" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11759131/Technology_shocks_technological_collaboration_and_innovation_outcomes">Technology shocks, technological collaboration, and innovation outcomes</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In the early-to-mid 1990s technology alliances suddenly surged to unprecedented levels – roughly 300% growth per year from 1990 to 1995 – and then declined just as precipitously. This massive increase in alliance activity caused the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_11759131" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In the early-to-mid 1990s technology alliances suddenly surged to unprecedented levels – roughly 300% growth per year from 1990 to 1995 – and then declined just as precipitously. This massive increase in alliance activity caused the crystallization of a giant component in the global technology network that connected a large portion of the world’s firms, government labs, universities, and other organizations. However, when alliance activity declined, the component disintegrated. What caused this spike in alliance activity? And did this large-but-transient change in collaboration activity leave any enduring effect? The data here suggests that a major technology shock may have provoked this alliance surge. A technology shock may simultaneously unleash significant innovation opportunities, while creating great uncertainty in the economic environment. Though it is well-known that firms often use alliances both to respond to uncertainty and facilitate innovation, little is known about how technology shocks affect the collaboration behavior of firms, and how these two factors separately influence innovation outcomes. I integrate an inductive study of collaboration activity and a technology shock with existing research on economics, alliances and networks, to build a set of arguments about how technology shocks will influence alliance behavior, how changes in alliance behavior will influence the global technology collaboration network, and about how each of these changes is likely to influence the innovative outcomes of firms. I then explore the separate and joint effects of the technology shock and collaboration activity on innovation using a large sample panel study of patenting by North American firms.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11759131" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7df4b33ba5b779456c5c05d8bb9f514c" rel="nofollow" data-download="{"attachment_id":37183845,"asset_id":11759131,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37183845/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8252570" href="https://nyu.academia.edu/MelissaSchilling">Melissa Schilling</a><script data-card-contents-for-user="8252570" type="text/json">{"id":8252570,"first_name":"Melissa","last_name":"Schilling","domain_name":"nyu","page_name":"MelissaSchilling","display_name":"Melissa Schilling","profile_url":"https://nyu.academia.edu/MelissaSchilling?f_ri=5723","photo":"https://0.academia-photos.com/8252570/3103665/3652940/s65_melissa.schilling.jpg"}</script></span></span></li><li class="js-paper-rank-work_11759131 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="11759131"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 11759131, container: ".js-paper-rank-work_11759131", }); });</script></li><li class="js-percentile-work_11759131 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 11759131; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_11759131"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11759131 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11759131"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11759131; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11759131]").text(description); $(".js-view-count-work_11759131").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11759131").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11759131"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="491" rel="nofollow" href="https://www.academia.edu/Documents/in/Information_Technology">Information Technology</a>, <script data-card-contents-for-ri="491" type="text/json">{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6631" rel="nofollow" href="https://www.academia.edu/Documents/in/Economics_of_Innovation">Economics of Innovation</a>, <script data-card-contents-for-ri="6631" type="text/json">{"id":6631,"name":"Economics of Innovation","url":"https://www.academia.edu/Documents/in/Economics_of_Innovation?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7682" rel="nofollow" href="https://www.academia.edu/Documents/in/Patents">Patents</a><script data-card-contents-for-ri="7682" type="text/json">{"id":7682,"name":"Patents","url":"https://www.academia.edu/Documents/in/Patents?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11759131]'), work: {"id":11759131,"title":"Technology shocks, technological collaboration, and innovation outcomes","created_at":"2015-04-01T12:04:36.911-07:00","url":"https://www.academia.edu/11759131/Technology_shocks_technological_collaboration_and_innovation_outcomes?f_ri=5723","dom_id":"work_11759131","summary":"In the early-to-mid 1990s technology alliances suddenly surged to unprecedented levels – roughly 300% growth per year from 1990 to 1995 – and then declined just as precipitously. This massive increase in alliance activity caused the crystallization of a giant component in the global technology network that connected a large portion of the world’s firms, government labs, universities, and other organizations. However, when alliance activity declined, the component disintegrated. What caused this spike in alliance activity? And did this large-but-transient change in collaboration activity leave any enduring effect? The data here suggests that a major technology shock may have provoked this alliance surge. A technology shock may simultaneously unleash significant innovation opportunities, while creating great uncertainty in the economic environment. Though it is well-known that firms often use alliances both to respond to uncertainty and facilitate innovation, little is known about how technology shocks affect the collaboration behavior of firms, and how these two factors separately influence innovation outcomes. I integrate an inductive study of collaboration activity and a technology shock with existing research on economics, alliances and networks, to build a set of arguments about how technology shocks will influence alliance behavior, how changes in alliance behavior will influence the global technology collaboration network, and about how each of these changes is likely to influence the innovative outcomes of firms. I then explore the separate and joint effects of the technology shock and collaboration activity on innovation using a large sample panel study of patenting by North American firms.","downloadable_attachments":[{"id":37183845,"asset_id":11759131,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":8252570,"first_name":"Melissa","last_name":"Schilling","domain_name":"nyu","page_name":"MelissaSchilling","display_name":"Melissa Schilling","profile_url":"https://nyu.academia.edu/MelissaSchilling?f_ri=5723","photo":"https://0.academia-photos.com/8252570/3103665/3652940/s65_melissa.schilling.jpg"}],"research_interests":[{"id":491,"name":"Information Technology","url":"https://www.academia.edu/Documents/in/Information_Technology?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":6631,"name":"Economics of Innovation","url":"https://www.academia.edu/Documents/in/Economics_of_Innovation?f_ri=5723","nofollow":true},{"id":7682,"name":"Patents","url":"https://www.academia.edu/Documents/in/Patents?f_ri=5723","nofollow":true},{"id":15282,"name":"Technological Innovation","url":"https://www.academia.edu/Documents/in/Technological_Innovation?f_ri=5723"},{"id":30947,"name":"The Internet","url":"https://www.academia.edu/Documents/in/The_Internet?f_ri=5723"},{"id":35115,"name":"Innovation, Patents, R\u0026D","url":"https://www.academia.edu/Documents/in/Innovation_Patents_R_and_D?f_ri=5723"},{"id":49185,"name":"Technological change","url":"https://www.academia.edu/Documents/in/Technological_change?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7550132" data-work_id="7550132" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7550132/Extending_the_view_of_brand_alliance_effects_An_integrative_examination_of_the_role_of_country_of_origin">Extending the view of brand alliance effects An integrative examination of the role of country of origin</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose -The purpose of this paper is to broaden the external validity of the "brand alliance" theory, as it is set up by Simonin and Ruth, by analysing transnational brand alliances. It aims to discuss the significance of country of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_7550132" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose -The purpose of this paper is to broaden the external validity of the "brand alliance" theory, as it is set up by Simonin and Ruth, by analysing transnational brand alliances. It aims to discuss the significance of country of origin in this context. Design/methodology/approach -Based on a broad literature review of the brand alliance and country of origin literature the authors conducted an empirical study that examined consumer attitudes towards cross-national brand alliances. Findings -The findings demonstrate the role that the relationship between country of origin fit and brand fit plays in predicting consumer attitude towards cross-border brand alliances; and that when brand familiarity decreases, the positive influence of country of origin fit on attitudes towards the brand alliance increases, and is greater than that of brand fit.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7550132" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ae9225a390278544a0a51803605083c5" rel="nofollow" data-download="{"attachment_id":34112446,"asset_id":7550132,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/34112446/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="81585" href="https://udk-berlin.academia.edu/ChristianBluemelhuber">Christian Bluemelhuber</a><script data-card-contents-for-user="81585" type="text/json">{"id":81585,"first_name":"Christian","last_name":"Bluemelhuber","domain_name":"udk-berlin","page_name":"ChristianBluemelhuber","display_name":"Christian Bluemelhuber","profile_url":"https://udk-berlin.academia.edu/ChristianBluemelhuber?f_ri=5723","photo":"https://0.academia-photos.com/81585/22666/22830818/s65_christian.bluemelhuber.jpg"}</script></span></span></li><li class="js-paper-rank-work_7550132 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7550132"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7550132, container: ".js-paper-rank-work_7550132", }); });</script></li><li class="js-percentile-work_7550132 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 7550132; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_7550132"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_7550132 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="7550132"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 7550132; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=7550132]").text(description); $(".js-view-count-work_7550132").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_7550132").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="7550132"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="84296" rel="nofollow" href="https://www.academia.edu/Documents/in/Brands">Brands</a>, <script data-card-contents-for-ri="84296" type="text/json">{"id":84296,"name":"Brands","url":"https://www.academia.edu/Documents/in/Brands?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="94662" rel="nofollow" href="https://www.academia.edu/Documents/in/Country_of_Origin">Country of Origin</a><script data-card-contents-for-ri="94662" type="text/json">{"id":94662,"name":"Country of Origin","url":"https://www.academia.edu/Documents/in/Country_of_Origin?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=7550132]'), work: {"id":7550132,"title":"Extending the view of brand alliance effects An integrative examination of the role of country of origin","created_at":"2014-07-03T18:12:31.739-07:00","url":"https://www.academia.edu/7550132/Extending_the_view_of_brand_alliance_effects_An_integrative_examination_of_the_role_of_country_of_origin?f_ri=5723","dom_id":"work_7550132","summary":"Purpose -The purpose of this paper is to broaden the external validity of the \"brand alliance\" theory, as it is set up by Simonin and Ruth, by analysing transnational brand alliances. It aims to discuss the significance of country of origin in this context. Design/methodology/approach -Based on a broad literature review of the brand alliance and country of origin literature the authors conducted an empirical study that examined consumer attitudes towards cross-national brand alliances. Findings -The findings demonstrate the role that the relationship between country of origin fit and brand fit plays in predicting consumer attitude towards cross-border brand alliances; and that when brand familiarity decreases, the positive influence of country of origin fit on attitudes towards the brand alliance increases, and is greater than that of brand fit.","downloadable_attachments":[{"id":34112446,"asset_id":7550132,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":81585,"first_name":"Christian","last_name":"Bluemelhuber","domain_name":"udk-berlin","page_name":"ChristianBluemelhuber","display_name":"Christian Bluemelhuber","profile_url":"https://udk-berlin.academia.edu/ChristianBluemelhuber?f_ri=5723","photo":"https://0.academia-photos.com/81585/22666/22830818/s65_christian.bluemelhuber.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":84296,"name":"Brands","url":"https://www.academia.edu/Documents/in/Brands?f_ri=5723","nofollow":true},{"id":94662,"name":"Country of Origin","url":"https://www.academia.edu/Documents/in/Country_of_Origin?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9114012" data-work_id="9114012" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9114012/Le_sinergie_di_marketing_nel_settore_edile_Il_ruolo_propulsivo_dei_consorzi_nel_comparto_dei_laterizi">Le sinergie di marketing nel settore edile. Il ruolo propulsivo dei consorzi nel comparto dei laterizi.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Questo articolo analizza le dinamiche dell’industria delle costruzioni in Italia, indagando in particolare il comparto dei materiali da costruzione. Scopo del lavoro è rappresentare la realtà dei consorzi operanti nello specifico ambito... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9114012" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Questo articolo analizza le dinamiche dell’industria delle costruzioni in Italia, indagando in particolare il comparto dei materiali da costruzione. Scopo del lavoro è rappresentare la realtà dei consorzi operanti nello specifico ambito dei laterizi, che si dimostrano uno strumento di particolare rilievo per lo svolgimento congiunto di due fondamentali attività: la valorizzazione del brand e lo studio sui materiali.<br />Lo studio ha permesso di verificare la valenza dei consorzi nella creazione di alleanze orizzontali nel campo del marketing e per realizzare delle economie nelle attività di ricerca e sviluppo, mediante  relazioni di tipo cooperativo tra imprese concorrenti.<br /> <br /><br />This paper describes the dynamics in the Italian constructions industry through a special analysis of the building materials. The aim of this paper is to represent consortiums working into tiles production which are important for executing both brand valorisation and materials research activities. Through this work, we can verify consortium's strength in the horizontal marketing partnerships establishment and in the creation of research and development activities through cooperative relationships between competitors.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9114012" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e166418b3c10341e98bd9567b119b3fe" rel="nofollow" data-download="{"attachment_id":35406708,"asset_id":9114012,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35406708/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2760473" href="https://unisalento.academia.edu/ORONZOTRIO">ORONZO TRIO</a><script data-card-contents-for-user="2760473" type="text/json">{"id":2760473,"first_name":"ORONZO","last_name":"TRIO","domain_name":"unisalento","page_name":"ORONZOTRIO","display_name":"ORONZO TRIO","profile_url":"https://unisalento.academia.edu/ORONZOTRIO?f_ri=5723","photo":"https://0.academia-photos.com/2760473/897169/6523051/s65_oronzo.trio.jpg"}</script></span></span></li><li class="js-paper-rank-work_9114012 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9114012"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9114012, container: ".js-paper-rank-work_9114012", }); });</script></li><li class="js-percentile-work_9114012 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9114012; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9114012"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9114012 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9114012"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9114012; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9114012]").text(description); $(".js-view-count-work_9114012").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9114012").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9114012"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a><script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9114012]'), work: {"id":9114012,"title":"Le sinergie di marketing nel settore edile. Il ruolo propulsivo dei consorzi nel comparto dei laterizi.","created_at":"2014-11-03T22:48:56.380-08:00","url":"https://www.academia.edu/9114012/Le_sinergie_di_marketing_nel_settore_edile_Il_ruolo_propulsivo_dei_consorzi_nel_comparto_dei_laterizi?f_ri=5723","dom_id":"work_9114012","summary":"Questo articolo analizza le dinamiche dell’industria delle costruzioni in Italia, indagando in particolare il comparto dei materiali da costruzione. Scopo del lavoro è rappresentare la realtà dei consorzi operanti nello specifico ambito dei laterizi, che si dimostrano uno strumento di particolare rilievo per lo svolgimento congiunto di due fondamentali attività: la valorizzazione del brand e lo studio sui materiali.\nLo studio ha permesso di verificare la valenza dei consorzi nella creazione di alleanze orizzontali nel campo del marketing e per realizzare delle economie nelle attività di ricerca e sviluppo, mediante relazioni di tipo cooperativo tra imprese concorrenti.\n \n\nThis paper describes the dynamics in the Italian constructions industry through a special analysis of the building materials. The aim of this paper is to represent consortiums working into tiles production which are important for executing both brand valorisation and materials research activities. Through this work, we can verify consortium's strength in the horizontal marketing partnerships establishment and in the creation of research and development activities through cooperative relationships between competitors.\n","downloadable_attachments":[{"id":35406708,"asset_id":9114012,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2760473,"first_name":"ORONZO","last_name":"TRIO","domain_name":"unisalento","page_name":"ORONZOTRIO","display_name":"ORONZO TRIO","profile_url":"https://unisalento.academia.edu/ORONZOTRIO?f_ri=5723","photo":"https://0.academia-photos.com/2760473/897169/6523051/s65_oronzo.trio.jpg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_42841156" data-work_id="42841156" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/42841156/Otherness_and_Resilience_in_Bilateral_Relations_The_Cases_of_Israel_Germany_India_Russia_and_India_Israel">Otherness and Resilience in Bilateral Relations: The Cases of Israel-Germany, India-Russia, and India-Israel</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Why do some bilateral relationships have the ability to become strong, stable and amicable but others do not even when they have incentive to develop higher resilience? This article proposes that perceived relational identity differences... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_42841156" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Why do some bilateral relationships have the ability to become strong, stable and amicable but others do not even when they have incentive to develop higher resilience? This article proposes that perceived relational identity differences between two states, or otherness, shapes and limits resilience in their relationship. Drawing on the existing IR identity literature, the article develops a conceptual and operational definition of otherness and proposes a useful and replicable framework that can be used to capture the complexity of bilateral ties. The article illustrates this framework with two types of cases. First, two historical “least-likely” cases (Germany–Israel, 1949–1973; India–USSR, 1947–1970) of higher resilience, in which one would not expect the resilient relationships that developed. Second, a most likely contemporary mini-case (India–Israel 1992–2012), which uncovers lower than expected resilience. The article then concludes with the implications of this framework for further academic research and policy analysis.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/42841156" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="63ce106cc64577f25d4b54b33e9ce35f" rel="nofollow" data-download="{"attachment_id":63140062,"asset_id":42841156,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63140062/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="10453437" href="https://bu.academia.edu/ManjariChatterjeeMiller">Manjari Chatterjee Miller</a><script data-card-contents-for-user="10453437" type="text/json">{"id":10453437,"first_name":"Manjari Chatterjee","last_name":"Miller","domain_name":"bu","page_name":"ManjariChatterjeeMiller","display_name":"Manjari Chatterjee Miller","profile_url":"https://bu.academia.edu/ManjariChatterjeeMiller?f_ri=5723","photo":"https://0.academia-photos.com/10453437/3296576/17804139/s65_manjari_chatterjee.miller.jpg"}</script></span></span></li><li class="js-paper-rank-work_42841156 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="42841156"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 42841156, container: ".js-paper-rank-work_42841156", }); });</script></li><li class="js-percentile-work_42841156 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 42841156; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_42841156"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_42841156 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="42841156"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 42841156; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=42841156]").text(description); $(".js-view-count-work_42841156").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_42841156").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="42841156"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="797" rel="nofollow" href="https://www.academia.edu/Documents/in/International_Relations">International Relations</a>, <script data-card-contents-for-ri="797" type="text/json">{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1166" rel="nofollow" href="https://www.academia.edu/Documents/in/International_Relations_Theory">International Relations Theory</a>, <script data-card-contents-for-ri="1166" type="text/json">{"id":1166,"name":"International Relations Theory","url":"https://www.academia.edu/Documents/in/International_Relations_Theory?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2604" rel="nofollow" href="https://www.academia.edu/Documents/in/Israel_Studies">Israel Studies</a>, <script data-card-contents-for-ri="2604" type="text/json">{"id":2604,"name":"Israel Studies","url":"https://www.academia.edu/Documents/in/Israel_Studies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a><script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=42841156]'), work: {"id":42841156,"title":"Otherness and Resilience in Bilateral Relations: The Cases of Israel-Germany, India-Russia, and India-Israel","created_at":"2020-04-24T07:12:01.795-07:00","url":"https://www.academia.edu/42841156/Otherness_and_Resilience_in_Bilateral_Relations_The_Cases_of_Israel_Germany_India_Russia_and_India_Israel?f_ri=5723","dom_id":"work_42841156","summary":"Why do some bilateral relationships have the ability to become strong, stable and amicable but others do not even when they have incentive to develop higher resilience? This article proposes that perceived relational identity differences between two states, or otherness, shapes and limits resilience in their relationship. Drawing on the existing IR identity literature, the article develops a conceptual and operational definition of otherness and proposes a useful and replicable framework that can be used to capture the complexity of bilateral ties. The article illustrates this framework with two types of cases. First, two historical “least-likely” cases (Germany–Israel, 1949–1973; India–USSR, 1947–1970) of higher resilience, in which one would not expect the resilient relationships that developed. Second, a most likely contemporary mini-case (India–Israel 1992–2012), which uncovers lower than expected resilience. The article then concludes with the implications of this framework for further academic research and policy analysis.","downloadable_attachments":[{"id":63140062,"asset_id":42841156,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":10453437,"first_name":"Manjari Chatterjee","last_name":"Miller","domain_name":"bu","page_name":"ManjariChatterjeeMiller","display_name":"Manjari Chatterjee Miller","profile_url":"https://bu.academia.edu/ManjariChatterjeeMiller?f_ri=5723","photo":"https://0.academia-photos.com/10453437/3296576/17804139/s65_manjari_chatterjee.miller.jpg"}],"research_interests":[{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=5723","nofollow":true},{"id":1166,"name":"International Relations Theory","url":"https://www.academia.edu/Documents/in/International_Relations_Theory?f_ri=5723","nofollow":true},{"id":2604,"name":"Israel Studies","url":"https://www.academia.edu/Documents/in/Israel_Studies?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":43838,"name":"India","url":"https://www.academia.edu/Documents/in/India?f_ri=5723"},{"id":50576,"name":"Germany","url":"https://www.academia.edu/Documents/in/Germany?f_ri=5723"},{"id":335542,"name":"International Alliances","url":"https://www.academia.edu/Documents/in/International_Alliances?f_ri=5723"},{"id":413616,"name":"Bilateral Relations","url":"https://www.academia.edu/Documents/in/Bilateral_Relations?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37330320" data-work_id="37330320" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37330320/THEORIES_EXPLAINING_INTER_ORGANIZATIONAL_COLLABORATION">THEORIES EXPLAINING INTER-ORGANIZATIONAL COLLABORATION</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Inter-organizational collaboration has becomes a strategic need to respond rapid technological development and increasingly competitive business environment. In this circumstance organizations are no longer possible to compete without... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37330320" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Inter-organizational collaboration has becomes a strategic need to respond rapid technological development and increasingly competitive business environment. In this circumstance organizations are no longer possible to compete without collaboration due to the limitation resource they have. From the internal perspective, organization involvement within inter-organizational collaboration is motivated by the need for access to resources, core competencies, innovative skills, and specific knowledge. While from the external perspective, it can be explain as organization respond from external pressure to gain legitimation. This paper discusses the theories that have been used in explaining the phenomenon of inter-organizational collaboration, both based on internal and external perspectives. The discussion begins with the concept of inter-organizational collaboration, several theories used to explain inter-organizational collaboration from an internal and external perspective. Finally, the paper discuss many empirical studies related to inter-organizational collaboration and development trends for future research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37330320" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a7e068d8615ccc32bb23291f174bcbc4" rel="nofollow" data-download="{"attachment_id":57288457,"asset_id":37330320,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57288457/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2852560" href="https://maranatha.academia.edu/LinaAnatan">Lina Anatan</a><script data-card-contents-for-user="2852560" type="text/json">{"id":2852560,"first_name":"Lina","last_name":"Anatan","domain_name":"maranatha","page_name":"LinaAnatan","display_name":"Lina Anatan","profile_url":"https://maranatha.academia.edu/LinaAnatan?f_ri=5723","photo":"https://0.academia-photos.com/2852560/938101/46425157/s65_lina.anatan.jpg"}</script></span></span></li><li class="js-paper-rank-work_37330320 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37330320"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37330320, container: ".js-paper-rank-work_37330320", }); 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$(".js-view-count[data-work-id=37330320]").text(description); $(".js-view-count-work_37330320").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37330320").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37330320"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3013" rel="nofollow" href="https://www.academia.edu/Documents/in/Interorganizational_Relationships">Interorganizational Relationships</a>, <script data-card-contents-for-ri="3013" type="text/json">{"id":3013,"name":"Interorganizational Relationships","url":"https://www.academia.edu/Documents/in/Interorganizational_Relationships?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="3833" rel="nofollow" href="https://www.academia.edu/Documents/in/Transaction_Costs">Transaction Costs</a>, <script data-card-contents-for-ri="3833" type="text/json">{"id":3833,"name":"Transaction Costs","url":"https://www.academia.edu/Documents/in/Transaction_Costs?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4501" rel="nofollow" href="https://www.academia.edu/Documents/in/Interorganizational_Networks">Interorganizational Networks</a>, <script data-card-contents-for-ri="4501" type="text/json">{"id":4501,"name":"Interorganizational Networks","url":"https://www.academia.edu/Documents/in/Interorganizational_Networks?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37330320]'), work: {"id":37330320,"title":"THEORIES EXPLAINING INTER-ORGANIZATIONAL COLLABORATION","created_at":"2018-09-02T08:28:17.255-07:00","url":"https://www.academia.edu/37330320/THEORIES_EXPLAINING_INTER_ORGANIZATIONAL_COLLABORATION?f_ri=5723","dom_id":"work_37330320","summary":"Inter-organizational collaboration has becomes a strategic need to respond rapid technological development and increasingly competitive business environment. In this circumstance organizations are no longer possible to compete without collaboration due to the limitation resource they have. From the internal perspective, organization involvement within inter-organizational collaboration is motivated by the need for access to resources, core competencies, innovative skills, and specific knowledge. While from the external perspective, it can be explain as organization respond from external pressure to gain legitimation. This paper discusses the theories that have been used in explaining the phenomenon of inter-organizational collaboration, both based on internal and external perspectives. The discussion begins with the concept of inter-organizational collaboration, several theories used to explain inter-organizational collaboration from an internal and external perspective. Finally, the paper discuss many empirical studies related to inter-organizational collaboration and development trends for future research.","downloadable_attachments":[{"id":57288457,"asset_id":37330320,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2852560,"first_name":"Lina","last_name":"Anatan","domain_name":"maranatha","page_name":"LinaAnatan","display_name":"Lina Anatan","profile_url":"https://maranatha.academia.edu/LinaAnatan?f_ri=5723","photo":"https://0.academia-photos.com/2852560/938101/46425157/s65_lina.anatan.jpg"}],"research_interests":[{"id":3013,"name":"Interorganizational Relationships","url":"https://www.academia.edu/Documents/in/Interorganizational_Relationships?f_ri=5723","nofollow":true},{"id":3833,"name":"Transaction Costs","url":"https://www.academia.edu/Documents/in/Transaction_Costs?f_ri=5723","nofollow":true},{"id":4501,"name":"Interorganizational Networks","url":"https://www.academia.edu/Documents/in/Interorganizational_Networks?f_ri=5723","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723"},{"id":5975,"name":"Institutional Theory","url":"https://www.academia.edu/Documents/in/Institutional_Theory?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_33703777 coauthored" data-work_id="33703777" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/33703777/In_or_out_Canada_the_Netherlands_and_support_to_the_invasion_of_Iraq">In or out? Canada, the Netherlands, and support to the invasion of Iraq</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">How do democratic allies manage their participation in U.S.-led coalition operations? This article compares the Canadian and Dutch management of domestic and international expectations of support to the 2003 invasion of Iraq. It argues... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_33703777" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">How do democratic allies manage their participation in U.S.-led coalition operations? This article compares the Canadian and Dutch management of domestic and international expectations of support to the 2003 invasion of Iraq. It argues that the decision whether to support coalition operations often does not amount to a simplistic “yes” or “no” answer. It entails a management process involving several strategies, as well as a wide range of mutually inclusive support options. Canadian and Dutch management of support to coalition operations reveals that similarly core U.S. allies misunderstood U.S. expectations, mismanaged their country's stance by sending confusing signals to both their domestic and international audiences, and adopted varied trade-off strategies. The study of multinational coalition operations should thus conceptualize political and military support separately, but examine their causal interrelationships and measure them on a qualitative, case-specific continuum, in order to properly understand the variations and trade-offs involved in the allied management of support to military coalitions.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/33703777" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8e31350b8f60de8f56b8fc61dc372b8d" rel="nofollow" data-download="{"attachment_id":53703763,"asset_id":33703777,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53703763/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2270058" href="https://uqam.academia.edu/JustinMassie">Justin Massie</a><script data-card-contents-for-user="2270058" type="text/json">{"id":2270058,"first_name":"Justin","last_name":"Massie","domain_name":"uqam","page_name":"JustinMassie","display_name":"Justin Massie","profile_url":"https://uqam.academia.edu/JustinMassie?f_ri=5723","photo":"https://0.academia-photos.com/2270058/722460/3220603/s65_justin.massie.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-33703777">+1</span><div class="hidden js-additional-users-33703777"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/JJockel">J. Jockel</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-33703777'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-33703777').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_33703777 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="33703777"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 33703777, container: ".js-paper-rank-work_33703777", }); });</script></li><li class="js-percentile-work_33703777 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 33703777; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_33703777"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_33703777 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="33703777"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 33703777; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=33703777]").text(description); $(".js-view-count-work_33703777").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_33703777").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="33703777"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="68443" rel="nofollow" href="https://www.academia.edu/Documents/in/Dutch_Foreign_Policy">Dutch Foreign Policy</a>, <script data-card-contents-for-ri="68443" type="text/json">{"id":68443,"name":"Dutch Foreign Policy","url":"https://www.academia.edu/Documents/in/Dutch_Foreign_Policy?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="72937" rel="nofollow" href="https://www.academia.edu/Documents/in/Canadian_Foreign_Policy">Canadian Foreign Policy</a>, <script data-card-contents-for-ri="72937" type="text/json">{"id":72937,"name":"Canadian Foreign Policy","url":"https://www.academia.edu/Documents/in/Canadian_Foreign_Policy?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="74580" rel="nofollow" href="https://www.academia.edu/Documents/in/Iraq_War">Iraq War</a><script data-card-contents-for-ri="74580" type="text/json">{"id":74580,"name":"Iraq War","url":"https://www.academia.edu/Documents/in/Iraq_War?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=33703777]'), work: {"id":33703777,"title":"In or out? Canada, the Netherlands, and support to the invasion of Iraq","created_at":"2017-06-29T09:50:46.841-07:00","url":"https://www.academia.edu/33703777/In_or_out_Canada_the_Netherlands_and_support_to_the_invasion_of_Iraq?f_ri=5723","dom_id":"work_33703777","summary":"How do democratic allies manage their participation in U.S.-led coalition operations? This article compares the Canadian and Dutch management of domestic and international expectations of support to the 2003 invasion of Iraq. It argues that the decision whether to support coalition operations often does not amount to a simplistic “yes” or “no” answer. It entails a management process involving several strategies, as well as a wide range of mutually inclusive support options. Canadian and Dutch management of support to coalition operations reveals that similarly core U.S. allies misunderstood U.S. expectations, mismanaged their country's stance by sending confusing signals to both their domestic and international audiences, and adopted varied trade-off strategies. The study of multinational coalition operations should thus conceptualize political and military support separately, but examine their causal interrelationships and measure them on a qualitative, case-specific continuum, in order to properly understand the variations and trade-offs involved in the allied management of support to military coalitions.","downloadable_attachments":[{"id":53703763,"asset_id":33703777,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2270058,"first_name":"Justin","last_name":"Massie","domain_name":"uqam","page_name":"JustinMassie","display_name":"Justin Massie","profile_url":"https://uqam.academia.edu/JustinMassie?f_ri=5723","photo":"https://0.academia-photos.com/2270058/722460/3220603/s65_justin.massie.jpg"},{"id":66123875,"first_name":"J.","last_name":"Jockel","domain_name":"independent","page_name":"JJockel","display_name":"J. Jockel","profile_url":"https://independent.academia.edu/JJockel?f_ri=5723","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":68443,"name":"Dutch Foreign Policy","url":"https://www.academia.edu/Documents/in/Dutch_Foreign_Policy?f_ri=5723","nofollow":true},{"id":72937,"name":"Canadian Foreign Policy","url":"https://www.academia.edu/Documents/in/Canadian_Foreign_Policy?f_ri=5723","nofollow":true},{"id":74580,"name":"Iraq War","url":"https://www.academia.edu/Documents/in/Iraq_War?f_ri=5723","nofollow":true},{"id":83860,"name":"Multilateralism","url":"https://www.academia.edu/Documents/in/Multilateralism?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11758850" data-work_id="11758850" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11758850/Interfirm_collaboration_networks_The_impact_of_large_scale_network_structure_on_firm_innovation">Interfirm collaboration networks: The impact of large-scale network structure on firm innovation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The structure of alliance networks influences their potential for knowledge creation. Dense local clustering provides information transmission capacity in the network by fostering communication and cooperation. Nonredundant connections... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_11758850" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The structure of alliance networks influences their potential for knowledge creation. Dense local clustering<br />provides information transmission capacity in the network by fostering communication and cooperation.<br />Nonredundant connections contract the distance between firms and give the network greater reach by tapping<br />a wider range of knowledge resources. We propose that firms embedded in alliance networks that exhibit both<br />high clustering and high reach (short average path lengths to a wide range of firms) will have greater innovative<br />output than firms in networks that do not exhibit these characteristics. We find support for this proposition in<br />a longitudinal study of the patent performance of 1,106 firms in 11 industry-level alliance networks.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11758850" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="fffe1e5585df84cff63577a7b6dc6757" rel="nofollow" data-download="{"attachment_id":37183741,"asset_id":11758850,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37183741/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8252570" href="https://nyu.academia.edu/MelissaSchilling">Melissa Schilling</a><script data-card-contents-for-user="8252570" type="text/json">{"id":8252570,"first_name":"Melissa","last_name":"Schilling","domain_name":"nyu","page_name":"MelissaSchilling","display_name":"Melissa Schilling","profile_url":"https://nyu.academia.edu/MelissaSchilling?f_ri=5723","photo":"https://0.academia-photos.com/8252570/3103665/3652940/s65_melissa.schilling.jpg"}</script></span></span></li><li class="js-paper-rank-work_11758850 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="11758850"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 11758850, container: ".js-paper-rank-work_11758850", }); });</script></li><li class="js-percentile-work_11758850 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 11758850; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_11758850"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11758850 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11758850"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11758850; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11758850]").text(description); $(".js-view-count-work_11758850").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11758850").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11758850"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1233" rel="nofollow" href="https://www.academia.edu/Documents/in/Social_Networks">Social Networks</a>, <script data-card-contents-for-ri="1233" type="text/json">{"id":1233,"name":"Social Networks","url":"https://www.academia.edu/Documents/in/Social_Networks?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6631" rel="nofollow" href="https://www.academia.edu/Documents/in/Economics_of_Innovation">Economics of Innovation</a>, <script data-card-contents-for-ri="6631" type="text/json">{"id":6631,"name":"Economics of Innovation","url":"https://www.academia.edu/Documents/in/Economics_of_Innovation?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="15282" rel="nofollow" href="https://www.academia.edu/Documents/in/Technological_Innovation">Technological Innovation</a><script data-card-contents-for-ri="15282" type="text/json">{"id":15282,"name":"Technological Innovation","url":"https://www.academia.edu/Documents/in/Technological_Innovation?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11758850]'), work: {"id":11758850,"title":"Interfirm collaboration networks: The impact of large-scale network structure on firm innovation","created_at":"2015-04-01T11:49:21.648-07:00","url":"https://www.academia.edu/11758850/Interfirm_collaboration_networks_The_impact_of_large_scale_network_structure_on_firm_innovation?f_ri=5723","dom_id":"work_11758850","summary":"The structure of alliance networks influences their potential for knowledge creation. Dense local clustering\nprovides information transmission capacity in the network by fostering communication and cooperation.\nNonredundant connections contract the distance between firms and give the network greater reach by tapping\na wider range of knowledge resources. We propose that firms embedded in alliance networks that exhibit both\nhigh clustering and high reach (short average path lengths to a wide range of firms) will have greater innovative\noutput than firms in networks that do not exhibit these characteristics. We find support for this proposition in\na longitudinal study of the patent performance of 1,106 firms in 11 industry-level alliance networks.","downloadable_attachments":[{"id":37183741,"asset_id":11758850,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":8252570,"first_name":"Melissa","last_name":"Schilling","domain_name":"nyu","page_name":"MelissaSchilling","display_name":"Melissa Schilling","profile_url":"https://nyu.academia.edu/MelissaSchilling?f_ri=5723","photo":"https://0.academia-photos.com/8252570/3103665/3652940/s65_melissa.schilling.jpg"}],"research_interests":[{"id":1233,"name":"Social Networks","url":"https://www.academia.edu/Documents/in/Social_Networks?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":6631,"name":"Economics of Innovation","url":"https://www.academia.edu/Documents/in/Economics_of_Innovation?f_ri=5723","nofollow":true},{"id":15282,"name":"Technological Innovation","url":"https://www.academia.edu/Documents/in/Technological_Innovation?f_ri=5723","nofollow":true},{"id":24024,"name":"Innovation and Creativity (Business)","url":"https://www.academia.edu/Documents/in/Innovation_and_Creativity_Business_?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44435348" data-work_id="44435348" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44435348/Denuclearization_through_Peace_A_Policy_Approach_to_Change_North_Korea_from_Foe_to_Friend">Denuclearization through Peace: A Policy Approach to Change North Korea from Foe to Friend</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The denuclearization of North Korea is a shared global security interest. As the United States bears a large share of this common interest, U.S. policy has a disproportional impact on whether and how North Korea denuclearizes. To avert a... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44435348" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The denuclearization of North Korea is a shared global security interest. As the United States bears a large share of this common interest, U.S. policy has a disproportional impact on whether and how North Korea denuclearizes. To avert a near future where Pyongyang presents an existential threat to the United States as a nuclearized enemy state, Washington should work to change North Korea from foe to friend, which would necessitate a different policy approach than what has been pursued by Washington to the present day. This postulation is developed here through a review of thirty years of denuclearization policy approaches and an identification of Pyongyang’s persistent aspiration to normalize political and economic relations and end hostile relations with Washington. Informed by previous agreements between the United States and North Korea, a policy of denuclearization through peace is recommended to establish conditions that could turn Pyongyang from Washington’s foe to friend, a transformation that could reshape and shore up Washington’s strategic interests in Northeast Asia.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44435348" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="228bf75ae7f6394b6f7b588be10f21aa" rel="nofollow" data-download="{"attachment_id":64853948,"asset_id":44435348,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/64853948/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="64994814" href="https://apcss.academia.edu/JamesMinnich">James M . Minnich</a><script data-card-contents-for-user="64994814" type="text/json">{"id":64994814,"first_name":"James","last_name":"Minnich","domain_name":"apcss","page_name":"JamesMinnich","display_name":"James M . Minnich","profile_url":"https://apcss.academia.edu/JamesMinnich?f_ri=5723","photo":"https://0.academia-photos.com/64994814/18271505/166460256/s65_james.minnich.png"}</script></span></span></li><li class="js-paper-rank-work_44435348 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="44435348"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 44435348, container: ".js-paper-rank-work_44435348", }); });</script></li><li class="js-percentile-work_44435348 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 44435348; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_44435348"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_44435348 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="44435348"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 44435348; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=44435348]").text(description); $(".js-view-count-work_44435348").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_44435348").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="44435348"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="34522" rel="nofollow" href="https://www.academia.edu/Documents/in/Korea_North_and_or_South_">Korea (North and/or South)</a>, <script data-card-contents-for-ri="34522" type="text/json">{"id":34522,"name":"Korea (North and/or South)","url":"https://www.academia.edu/Documents/in/Korea_North_and_or_South_?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="36487" rel="nofollow" href="https://www.academia.edu/Documents/in/U.S._Foreign_Policy">U.S. Foreign Policy</a>, <script data-card-contents-for-ri="36487" type="text/json">{"id":36487,"name":"U.S. Foreign Policy","url":"https://www.academia.edu/Documents/in/U.S._Foreign_Policy?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="71057" rel="nofollow" href="https://www.academia.edu/Documents/in/North_Korea_politics_and_society_">North Korea (politics and society)</a><script data-card-contents-for-ri="71057" type="text/json">{"id":71057,"name":"North Korea (politics and society)","url":"https://www.academia.edu/Documents/in/North_Korea_politics_and_society_?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=44435348]'), work: {"id":44435348,"title":"Denuclearization through Peace: A Policy Approach to Change North Korea from Foe to Friend","created_at":"2020-11-04T11:19:05.524-08:00","url":"https://www.academia.edu/44435348/Denuclearization_through_Peace_A_Policy_Approach_to_Change_North_Korea_from_Foe_to_Friend?f_ri=5723","dom_id":"work_44435348","summary":"The denuclearization of North Korea is a shared global security interest. As the United States bears a large share of this common interest, U.S. policy has a disproportional impact on whether and how North Korea denuclearizes. To avert a near future where Pyongyang presents an existential threat to the United States as a nuclearized enemy state, Washington should work to change North Korea from foe to friend, which would necessitate a different policy approach than what has been pursued by Washington to the present day. This postulation is developed here through a review of thirty years of denuclearization policy approaches and an identification of Pyongyang’s persistent aspiration to normalize political and economic relations and end hostile relations with Washington. Informed by previous agreements between the United States and North Korea, a policy of denuclearization through peace is recommended to establish conditions that could turn Pyongyang from Washington’s foe to friend, a transformation that could reshape and shore up Washington’s strategic interests in Northeast Asia.","downloadable_attachments":[{"id":64853948,"asset_id":44435348,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":64994814,"first_name":"James","last_name":"Minnich","domain_name":"apcss","page_name":"JamesMinnich","display_name":"James M . Minnich","profile_url":"https://apcss.academia.edu/JamesMinnich?f_ri=5723","photo":"https://0.academia-photos.com/64994814/18271505/166460256/s65_james.minnich.png"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":34522,"name":"Korea (North and/or South)","url":"https://www.academia.edu/Documents/in/Korea_North_and_or_South_?f_ri=5723","nofollow":true},{"id":36487,"name":"U.S. Foreign Policy","url":"https://www.academia.edu/Documents/in/U.S._Foreign_Policy?f_ri=5723","nofollow":true},{"id":71057,"name":"North Korea (politics and society)","url":"https://www.academia.edu/Documents/in/North_Korea_politics_and_society_?f_ri=5723","nofollow":true},{"id":169479,"name":"U.S. National Security Policy","url":"https://www.academia.edu/Documents/in/U.S._National_Security_Policy?f_ri=5723"},{"id":961788,"name":"Denuclearization","url":"https://www.academia.edu/Documents/in/Denuclearization?f_ri=5723"},{"id":3168461,"name":"North Korean denuclearization","url":"https://www.academia.edu/Documents/in/North_Korean_denuclearization?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38693814" data-work_id="38693814" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/38693814/Incidences_b%C3%A9arnaises_dune_migration_%C3%A0_Naples_au_XIXe_si%C3%A8cle">Incidences béarnaises d'une migration à Naples au XIXe siècle</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Si, au tout début du XIXe siècle, les destinations migratoires les plus fréquentes des Béarnais sont l’Espagne et les Amériques, il arrive que certains soient conduits à s’installer dans d’autres pays. Dans le cas de Barthélemy Samson, un... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38693814" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Si, au tout début du XIXe siècle, les destinations migratoires les plus fréquentes des Béarnais sont l’Espagne et les Amériques, il arrive que certains soient conduits à s’installer dans d’autres pays. Dans le cas de Barthélemy Samson, un cadet du piémont né en 1774, Naples et Palerme seront le lieu de son implantation et de son activité de l’âge de 35 à 60 ans. Conséquence de ses compétences, de son ascension professionnelles et du contexte économique, il acquiert une certaine aisance financière qui lui permet de nombreuses acquisitions immobilières en Béarn. Mais c’est avant tout grâce au soutien et à la solidarité de sa parentèle, dans un système de dons et d’échanges réciproques, qu’il parviendra à les mettre en valeur et les gérer. À travers les documents d’archives, et malgré leurs lacunes, apparaît un système familial riche et complexe en constante évolution.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38693814" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7a689fa847d2a8bba6ce7ee2c50fe91b" rel="nofollow" data-download="{"attachment_id":58776254,"asset_id":38693814,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58776254/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="101598938" rel="nofollow" href="https://independent.academia.edu/VALOISJeanne">Jeanne VALOIS</a><script data-card-contents-for-user="101598938" type="text/json">{"id":101598938,"first_name":"Jeanne","last_name":"VALOIS","domain_name":"independent","page_name":"VALOISJeanne","display_name":"Jeanne VALOIS","profile_url":"https://independent.academia.edu/VALOISJeanne?f_ri=5723","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_38693814 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38693814"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38693814, container: ".js-paper-rank-work_38693814", }); });</script></li><li class="js-percentile-work_38693814 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 38693814; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_38693814"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_38693814 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="38693814"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 38693814; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=38693814]").text(description); $(".js-view-count-work_38693814").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38693814").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38693814"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="10109" rel="nofollow" href="https://www.academia.edu/Documents/in/19th_century_France">19th century France</a>, <script data-card-contents-for-ri="10109" type="text/json">{"id":10109,"name":"19th century France","url":"https://www.academia.edu/Documents/in/19th_century_France?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="14730" rel="nofollow" href="https://www.academia.edu/Documents/in/Migration_Studies">Migration Studies</a>, <script data-card-contents-for-ri="14730" type="text/json">{"id":14730,"name":"Migration Studies","url":"https://www.academia.edu/Documents/in/Migration_Studies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="43648" rel="nofollow" href="https://www.academia.edu/Documents/in/Naples">Naples</a><script data-card-contents-for-ri="43648" type="text/json">{"id":43648,"name":"Naples","url":"https://www.academia.edu/Documents/in/Naples?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38693814]'), work: {"id":38693814,"title":"Incidences béarnaises d'une migration à Naples au XIXe siècle","created_at":"2019-04-02T06:52:21.393-07:00","url":"https://www.academia.edu/38693814/Incidences_b%C3%A9arnaises_dune_migration_%C3%A0_Naples_au_XIXe_si%C3%A8cle?f_ri=5723","dom_id":"work_38693814","summary":"Si, au tout début du XIXe siècle, les destinations migratoires les plus fréquentes des Béarnais sont l’Espagne et les Amériques, il arrive que certains soient conduits à s’installer dans d’autres pays. Dans le cas de Barthélemy Samson, un cadet du piémont né en 1774, Naples et Palerme seront le lieu de son implantation et de son activité de l’âge de 35 à 60 ans. Conséquence de ses compétences, de son ascension professionnelles et du contexte économique, il acquiert une certaine aisance financière qui lui permet de nombreuses acquisitions immobilières en Béarn. Mais c’est avant tout grâce au soutien et à la solidarité de sa parentèle, dans un système de dons et d’échanges réciproques, qu’il parviendra à les mettre en valeur et les gérer. À travers les documents d’archives, et malgré leurs lacunes, apparaît un système familial riche et complexe en constante évolution.","downloadable_attachments":[{"id":58776254,"asset_id":38693814,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":101598938,"first_name":"Jeanne","last_name":"VALOIS","domain_name":"independent","page_name":"VALOISJeanne","display_name":"Jeanne VALOIS","profile_url":"https://independent.academia.edu/VALOISJeanne?f_ri=5723","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":10109,"name":"19th century France","url":"https://www.academia.edu/Documents/in/19th_century_France?f_ri=5723","nofollow":true},{"id":14730,"name":"Migration Studies","url":"https://www.academia.edu/Documents/in/Migration_Studies?f_ri=5723","nofollow":true},{"id":43648,"name":"Naples","url":"https://www.academia.edu/Documents/in/Naples?f_ri=5723","nofollow":true},{"id":348746,"name":"Pau","url":"https://www.academia.edu/Documents/in/Pau?f_ri=5723"},{"id":975351,"name":"Béarn","url":"https://www.academia.edu/Documents/in/B%C3%A9arn?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_414380" data-work_id="414380" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/414380/Capaldo_A_2007_Network_Structure_and_Innovation_The_Leveraging_of_a_Dual_Network_As_a_Distinctive_Relational_Capability_Strategic_Management_Journal_28_6_585_608">Capaldo A. 2007. Network Structure and Innovation: The Leveraging of a Dual Network As a Distinctive Relational Capability. Strategic Management Journal 28(6): 585-608.</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a ‘strong ties network’ and a ‘dual network’) impact the innovative... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_414380" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a ‘strong ties network’ and a ‘dual network’) impact the innovative capability of the lead firm in an alliance network. I answer these intrinsically cross-level research questions by examining how three design-intensive furnishings manufacturers managed their networks of joint-design alliances with consulting industrial design firms over more than 30 years. Initially, in order to explore the sample lead firms’ alliance behavior, I advance an operationalization of interorganizational tie strength. Next, I unveil the strengths of strong ties and the weaknesses of a strong ties network. Finally, I show that the ability to integrate a large periphery of heterogeneous weak ties and a core of strong ties is a distinctive lead firm’s relational capability, one that provides fertile ground for leading firms in knowledge-intensive alliance networks to gain competitive advantages whose sustainability is primarily based on the dynamic innovative capability resulting from leveraging a dual network architecture.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/414380" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b9dcc8af4485577ee7cf6412d0e2d81f" rel="nofollow" data-download="{"attachment_id":4121452,"asset_id":414380,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/4121452/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3550" href="https://unina.academia.edu/AntonioCapaldo">Antonio Capaldo</a><script data-card-contents-for-user="3550" type="text/json">{"id":3550,"first_name":"Antonio","last_name":"Capaldo","domain_name":"unina","page_name":"AntonioCapaldo","display_name":"Antonio Capaldo","profile_url":"https://unina.academia.edu/AntonioCapaldo?f_ri=5723","photo":"https://0.academia-photos.com/3550/1451/15314028/s65_antonio.capaldo.jpg"}</script></span></span></li><li class="js-paper-rank-work_414380 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="414380"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 414380, container: ".js-paper-rank-work_414380", }); 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$(".js-view-count[data-work-id=414380]").text(description); $(".js-view-count-work_414380").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_414380").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="414380"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">13</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="944" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Networks">Business Networks</a>, <script data-card-contents-for-ri="944" type="text/json">{"id":944,"name":"Business Networks","url":"https://www.academia.edu/Documents/in/Business_Networks?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1074" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Theory">Organizational Theory</a>, <script data-card-contents-for-ri="1074" type="text/json">{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1233" rel="nofollow" href="https://www.academia.edu/Documents/in/Social_Networks">Social Networks</a>, <script data-card-contents-for-ri="1233" type="text/json">{"id":1233,"name":"Social Networks","url":"https://www.academia.edu/Documents/in/Social_Networks?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1337" rel="nofollow" href="https://www.academia.edu/Documents/in/Knowledge_and_Creativity_Management">Knowledge & Creativity Management</a><script data-card-contents-for-ri="1337" type="text/json">{"id":1337,"name":"Knowledge \u0026 Creativity Management","url":"https://www.academia.edu/Documents/in/Knowledge_and_Creativity_Management?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=414380]'), work: {"id":414380,"title":"Capaldo A. 2007. Network Structure and Innovation: The Leveraging of a Dual Network As a Distinctive Relational Capability. Strategic Management Journal 28(6): 585-608.","created_at":"2011-01-17T03:06:41.341-08:00","url":"https://www.academia.edu/414380/Capaldo_A_2007_Network_Structure_and_Innovation_The_Leveraging_of_a_Dual_Network_As_a_Distinctive_Relational_Capability_Strategic_Management_Journal_28_6_585_608?f_ri=5723","dom_id":"work_414380","summary":"This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a ‘strong ties network’ and a ‘dual network’) impact the innovative capability of the lead firm in an alliance network. I answer these intrinsically cross-level research questions by examining how three design-intensive furnishings manufacturers managed their networks of joint-design alliances with consulting industrial design firms over more than 30 years. Initially, in order to explore the sample lead firms’ alliance behavior, I advance an operationalization of interorganizational tie strength. Next, I unveil the strengths of strong ties and the weaknesses of a strong ties network. Finally, I show that the ability to integrate a large periphery of heterogeneous weak ties and a core of strong ties is a distinctive lead firm’s relational capability, one that provides fertile ground for leading firms in knowledge-intensive alliance networks to gain competitive advantages whose sustainability is primarily based on the dynamic innovative capability resulting from leveraging a dual network architecture.","downloadable_attachments":[{"id":4121452,"asset_id":414380,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3550,"first_name":"Antonio","last_name":"Capaldo","domain_name":"unina","page_name":"AntonioCapaldo","display_name":"Antonio Capaldo","profile_url":"https://unina.academia.edu/AntonioCapaldo?f_ri=5723","photo":"https://0.academia-photos.com/3550/1451/15314028/s65_antonio.capaldo.jpg"}],"research_interests":[{"id":944,"name":"Business Networks","url":"https://www.academia.edu/Documents/in/Business_Networks?f_ri=5723","nofollow":true},{"id":1074,"name":"Organizational Theory","url":"https://www.academia.edu/Documents/in/Organizational_Theory?f_ri=5723","nofollow":true},{"id":1233,"name":"Social Networks","url":"https://www.academia.edu/Documents/in/Social_Networks?f_ri=5723","nofollow":true},{"id":1337,"name":"Knowledge \u0026 Creativity Management","url":"https://www.academia.edu/Documents/in/Knowledge_and_Creativity_Management?f_ri=5723","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723"},{"id":5010,"name":"The Embeddedness of Strategy","url":"https://www.academia.edu/Documents/in/The_Embeddedness_of_Strategy?f_ri=5723"},{"id":5011,"name":"Inter/intra-organizational Relationships and Networks","url":"https://www.academia.edu/Documents/in/Inter_intra-organizational_Relationships_and_Networks?f_ri=5723"},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723"},{"id":7831,"name":"Management of Innovation","url":"https://www.academia.edu/Documents/in/Management_of_Innovation?f_ri=5723"},{"id":24024,"name":"Innovation and Creativity (Business)","url":"https://www.academia.edu/Documents/in/Innovation_and_Creativity_Business_?f_ri=5723"},{"id":27119,"name":"Organizational Trust","url":"https://www.academia.edu/Documents/in/Organizational_Trust?f_ri=5723"},{"id":76989,"name":"Relational Capabilities","url":"https://www.academia.edu/Documents/in/Relational_Capabilities?f_ri=5723"},{"id":76993,"name":"Organizational Capabilities","url":"https://www.academia.edu/Documents/in/Organizational_Capabilities?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4135045" data-work_id="4135045" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4135045/Competition_and_Co_operation_in_the_Corrugated_Paper_Industry">Competition and Co-operation in the Corrugated Paper Industry</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper describes how the five Swedish corrugated box manufacturers, while still in fierce competition, got together in 1999 to fight a new logistic system, plastic crates, which threatened to overtake a substantial part of the Swedish... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4135045" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper describes how the five Swedish corrugated box manufacturers, while still in fierce competition, got together in 1999 to fight a new logistic system, plastic crates, which threatened to overtake a substantial part of the Swedish market for transport packaging. It explains the background of SWIF 2000, the competitive response by the five Swedish corrugated box manufacturers, how the strategy was developed, and what made the competitors work together.<br />Many driving forces influence competition. A common tool for structuring competitive forces is Porter’s (1980) five-forces which in this paper is applied to the corrugated industry. Although Porter’s analysis of competition is a good starting point for analysing the problems for the corrugated industry in Sweden, other tools and models are needed to fully comprehend the situation. Theories from two areas are used to understand the case: 1) Strategic Alliances, 2) Hypercompetition.<br /><br />Keywords<br />Competition, co-operation, hypercompetition, standardisation, Strategic Alliances, supply- chain, corrugated box, plastic crate.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4135045" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="41f26a6510a2b16e66f5fa208532e2fe" rel="nofollow" data-download="{"attachment_id":48035994,"asset_id":4135045,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48035994/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="56743" href="https://lu.academia.edu/fekchn">Carl-Henric Nilsson</a><script data-card-contents-for-user="56743" type="text/json">{"id":56743,"first_name":"Carl-Henric","last_name":"Nilsson","domain_name":"lu","page_name":"fekchn","display_name":"Carl-Henric Nilsson","profile_url":"https://lu.academia.edu/fekchn?f_ri=5723","photo":"https://0.academia-photos.com/56743/83965/91849/s65_carl-henric.nilsson.jpg"}</script></span></span></li><li class="js-paper-rank-work_4135045 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4135045"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4135045, container: ".js-paper-rank-work_4135045", }); 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$(".js-view-count[data-work-id=4135045]").text(description); $(".js-view-count-work_4135045").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4135045").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4135045"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1335" rel="nofollow" href="https://www.academia.edu/Documents/in/Supply_Chain_Management">Supply Chain Management</a>, <script data-card-contents-for-ri="1335" type="text/json">{"id":1335,"name":"Supply Chain Management","url":"https://www.academia.edu/Documents/in/Supply_Chain_Management?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="16475" rel="nofollow" href="https://www.academia.edu/Documents/in/Competition">Competition</a>, <script data-card-contents-for-ri="16475" type="text/json">{"id":16475,"name":"Competition","url":"https://www.academia.edu/Documents/in/Competition?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="21168" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategy_Business_">Strategy (Business)</a><script data-card-contents-for-ri="21168" type="text/json">{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4135045]'), work: {"id":4135045,"title":"Competition and Co-operation in the Corrugated Paper Industry","created_at":"2013-07-29T23:32:34.650-07:00","url":"https://www.academia.edu/4135045/Competition_and_Co_operation_in_the_Corrugated_Paper_Industry?f_ri=5723","dom_id":"work_4135045","summary":"This paper describes how the five Swedish corrugated box manufacturers, while still in fierce competition, got together in 1999 to fight a new logistic system, plastic crates, which threatened to overtake a substantial part of the Swedish market for transport packaging. It explains the background of SWIF 2000, the competitive response by the five Swedish corrugated box manufacturers, how the strategy was developed, and what made the competitors work together.\nMany driving forces influence competition. A common tool for structuring competitive forces is Porter’s (1980) five-forces which in this paper is applied to the corrugated industry. Although Porter’s analysis of competition is a good starting point for analysing the problems for the corrugated industry in Sweden, other tools and models are needed to fully comprehend the situation. Theories from two areas are used to understand the case: 1) Strategic Alliances, 2) Hypercompetition.\n\nKeywords\nCompetition, co-operation, hypercompetition, standardisation, Strategic Alliances, supply- chain, corrugated box, plastic crate.","downloadable_attachments":[{"id":48035994,"asset_id":4135045,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":56743,"first_name":"Carl-Henric","last_name":"Nilsson","domain_name":"lu","page_name":"fekchn","display_name":"Carl-Henric Nilsson","profile_url":"https://lu.academia.edu/fekchn?f_ri=5723","photo":"https://0.academia-photos.com/56743/83965/91849/s65_carl-henric.nilsson.jpg"}],"research_interests":[{"id":1335,"name":"Supply Chain Management","url":"https://www.academia.edu/Documents/in/Supply_Chain_Management?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":16475,"name":"Competition","url":"https://www.academia.edu/Documents/in/Competition?f_ri=5723","nofollow":true},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5723","nofollow":true},{"id":23079,"name":"Corrugated Board","url":"https://www.academia.edu/Documents/in/Corrugated_Board?f_ri=5723"},{"id":46271,"name":"Strategy","url":"https://www.academia.edu/Documents/in/Strategy?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41967611" data-work_id="41967611" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41967611/The_legitimacy_of_strategic_alliances_An_institutional_perspective">The legitimacy of strategic alliances: An institutional perspective</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Paper suggests that strategic alliances serve an important legitimating function for firms mediated by alliance governance structure and partner selection preferences, and that has a significant influence on firm and alliance performance.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_41967611" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Paper suggests that strategic alliances serve an important legitimating function for firms mediated by alliance governance structure and partner selection preferences, and that has a significant influence on firm and alliance performance. Propositions are developed to explain when firms are most likely to enter into alliances for legitimacy purposes and how the legitimating role of strategic alliances contributes to firm and alliance performance. The paper concludes with a summary and implications of a legitimacy-based view of alliances.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41967611" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="29f9b88d70734caac2cde174036bad97" rel="nofollow" data-download="{"attachment_id":62090331,"asset_id":41967611,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62090331/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2954907" href="https://lum.academia.edu/DarkoMilosevic">Darko Milosevic</a><script data-card-contents-for-user="2954907" type="text/json">{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}</script></span></span></li><li class="js-paper-rank-work_41967611 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41967611"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41967611, container: ".js-paper-rank-work_41967611", }); 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$(".js-view-count[data-work-id=41967611]").text(description); $(".js-view-count-work_41967611").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_41967611").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="41967611"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5975" rel="nofollow" href="https://www.academia.edu/Documents/in/Institutional_Theory">Institutional Theory</a>, <script data-card-contents-for-ri="5975" type="text/json">{"id":5975,"name":"Institutional Theory","url":"https://www.academia.edu/Documents/in/Institutional_Theory?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="14943" rel="nofollow" href="https://www.academia.edu/Documents/in/Social_Norms">Social Norms</a>, <script data-card-contents-for-ri="14943" type="text/json">{"id":14943,"name":"Social Norms","url":"https://www.academia.edu/Documents/in/Social_Norms?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="30341" rel="nofollow" href="https://www.academia.edu/Documents/in/Investment_Portfolio_Management">Investment Portfolio Management</a><script data-card-contents-for-ri="30341" type="text/json">{"id":30341,"name":"Investment Portfolio Management","url":"https://www.academia.edu/Documents/in/Investment_Portfolio_Management?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=41967611]'), work: {"id":41967611,"title":"The legitimacy of strategic alliances: An institutional perspective","created_at":"2020-02-13T12:44:38.728-08:00","url":"https://www.academia.edu/41967611/The_legitimacy_of_strategic_alliances_An_institutional_perspective?f_ri=5723","dom_id":"work_41967611","summary":"Paper suggests that strategic alliances serve an important legitimating function for firms mediated by alliance governance structure and partner selection preferences, and that has a significant influence on firm and alliance performance. Propositions are developed to explain when firms are most likely to enter into alliances for legitimacy purposes and how the legitimating role of strategic alliances contributes to firm and alliance performance. The paper concludes with a summary and implications of a legitimacy-based view of alliances.","downloadable_attachments":[{"id":62090331,"asset_id":41967611,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":5975,"name":"Institutional Theory","url":"https://www.academia.edu/Documents/in/Institutional_Theory?f_ri=5723","nofollow":true},{"id":14943,"name":"Social Norms","url":"https://www.academia.edu/Documents/in/Social_Norms?f_ri=5723","nofollow":true},{"id":30341,"name":"Investment Portfolio Management","url":"https://www.academia.edu/Documents/in/Investment_Portfolio_Management?f_ri=5723","nofollow":true},{"id":69644,"name":"Franchising","url":"https://www.academia.edu/Documents/in/Franchising?f_ri=5723"},{"id":532381,"name":"Licensing","url":"https://www.academia.edu/Documents/in/Licensing?f_ri=5723"},{"id":599884,"name":"Shareholders","url":"https://www.academia.edu/Documents/in/Shareholders?f_ri=5723"},{"id":1300737,"name":"Venture Capitalists","url":"https://www.academia.edu/Documents/in/Venture_Capitalists?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_45120304" data-work_id="45120304" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/45120304/Introduction_The_Regional_Order_in_the_Gulf_Region_and_the_Middle_East">Introduction: The Regional Order in the Gulf Region and the Middle East</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/45120304" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a336b179dab7f63f32b5722e4ccb88cc" rel="nofollow" data-download="{"attachment_id":65687438,"asset_id":45120304,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65687438/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="487924" href="https://independent.academia.edu/PhilippAmour">Philipp O Amour</a><script data-card-contents-for-user="487924" type="text/json">{"id":487924,"first_name":"Philipp","last_name":"Amour","domain_name":"independent","page_name":"PhilippAmour","display_name":"Philipp O Amour","profile_url":"https://independent.academia.edu/PhilippAmour?f_ri=5723","photo":"https://0.academia-photos.com/487924/2635502/32130708/s65_philipp.amour.png"}</script></span></span></li><li class="js-paper-rank-work_45120304 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="45120304"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 45120304, container: ".js-paper-rank-work_45120304", }); 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$(".js-view-count[data-work-id=45120304]").text(description); $(".js-view-count-work_45120304").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_45120304").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="45120304"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="797" rel="nofollow" href="https://www.academia.edu/Documents/in/International_Relations">International Relations</a>, <script data-card-contents-for-ri="797" type="text/json">{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2015" rel="nofollow" href="https://www.academia.edu/Documents/in/Middle_East_Studies">Middle East Studies</a>, <script data-card-contents-for-ri="2015" type="text/json">{"id":2015,"name":"Middle East Studies","url":"https://www.academia.edu/Documents/in/Middle_East_Studies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="61620" rel="nofollow" href="https://www.academia.edu/Documents/in/National_Security">National Security</a><script data-card-contents-for-ri="61620" type="text/json">{"id":61620,"name":"National Security","url":"https://www.academia.edu/Documents/in/National_Security?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=45120304]'), work: {"id":45120304,"title":"Introduction: The Regional Order in the Gulf Region and the Middle East","created_at":"2021-02-14T10:35:54.024-08:00","url":"https://www.academia.edu/45120304/Introduction_The_Regional_Order_in_the_Gulf_Region_and_the_Middle_East?f_ri=5723","dom_id":"work_45120304","summary":null,"downloadable_attachments":[{"id":65687438,"asset_id":45120304,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":487924,"first_name":"Philipp","last_name":"Amour","domain_name":"independent","page_name":"PhilippAmour","display_name":"Philipp O Amour","profile_url":"https://independent.academia.edu/PhilippAmour?f_ri=5723","photo":"https://0.academia-photos.com/487924/2635502/32130708/s65_philipp.amour.png"}],"research_interests":[{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=5723","nofollow":true},{"id":2015,"name":"Middle East Studies","url":"https://www.academia.edu/Documents/in/Middle_East_Studies?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":61620,"name":"National Security","url":"https://www.academia.edu/Documents/in/National_Security?f_ri=5723","nofollow":true},{"id":98206,"name":"International Politics of the Middle East","url":"https://www.academia.edu/Documents/in/International_Politics_of_the_Middle_East?f_ri=5723"},{"id":296040,"name":"Gulf Region","url":"https://www.academia.edu/Documents/in/Gulf_Region?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_10159358" data-work_id="10159358" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/10159358/The_Confessional_State_in_International_Politics_Tudor_England_Religion_and_the_Eclipse_of_Dynasticism">The Confessional State in International Politics: Tudor England, Religion, and the Eclipse of Dynasticism</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Whilst religion and collective identity have become issues of central concern to international relations scholars, dynastic concerns and national interests still dominate their analyses of early modern international politics. This... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_10159358" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Whilst religion and collective identity have become issues of central concern to international relations scholars, dynastic concerns and national interests still dominate their analyses of early modern international politics. This analysis contributes to the constructivist emphasis on collective identity to foreign policy by examining Tudor England in light of the concept of confessionalisation. Based on the recent historiography of Tudor England, this analysis demonstrates the importance of religion in defining not only the collective identity of international actors, but also their foreign policies, choice of alliances, and, more generally, their international outlook. Through such a lens, it seeks to draw analyses of the confessional state away from their focus on domestic state  formation to the “external” dimension of confessionalisation and its importance for international politics.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/10159358" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="bb0c3209183c8da762439e80a78c5c2d" rel="nofollow" data-download="{"attachment_id":36290024,"asset_id":10159358,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36290024/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34333" href="https://nupi.academia.edu/BenjamindeCarvalho">Benjamin de Carvalho</a><script data-card-contents-for-user="34333" type="text/json">{"id":34333,"first_name":"Benjamin","last_name":"de Carvalho","domain_name":"nupi","page_name":"BenjamindeCarvalho","display_name":"Benjamin de Carvalho","profile_url":"https://nupi.academia.edu/BenjamindeCarvalho?f_ri=5723","photo":"https://0.academia-photos.com/34333/6727301/16365154/s65_benjamin.de_carvalho.png"}</script></span></span></li><li class="js-paper-rank-work_10159358 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="10159358"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 10159358, container: ".js-paper-rank-work_10159358", }); 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$(".js-view-count[data-work-id=10159358]").text(description); $(".js-view-count-work_10159358").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_10159358").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="10159358"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">36</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="106" rel="nofollow" href="https://www.academia.edu/Documents/in/Religion">Religion</a>, <script data-card-contents-for-ri="106" type="text/json">{"id":106,"name":"Religion","url":"https://www.academia.edu/Documents/in/Religion?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="128" rel="nofollow" href="https://www.academia.edu/Documents/in/History">History</a>, <script data-card-contents-for-ri="128" type="text/json">{"id":128,"name":"History","url":"https://www.academia.edu/Documents/in/History?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="184" rel="nofollow" href="https://www.academia.edu/Documents/in/Sociology">Sociology</a>, <script data-card-contents-for-ri="184" type="text/json">{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="217" rel="nofollow" href="https://www.academia.edu/Documents/in/Sociology_of_Religion">Sociology of Religion</a><script data-card-contents-for-ri="217" type="text/json">{"id":217,"name":"Sociology of Religion","url":"https://www.academia.edu/Documents/in/Sociology_of_Religion?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=10159358]'), work: {"id":10159358,"title":"The Confessional State in International Politics: Tudor England, Religion, and the Eclipse of Dynasticism","created_at":"2015-01-14T05:27:02.431-08:00","url":"https://www.academia.edu/10159358/The_Confessional_State_in_International_Politics_Tudor_England_Religion_and_the_Eclipse_of_Dynasticism?f_ri=5723","dom_id":"work_10159358","summary":"Whilst religion and collective identity have become issues of central concern to international relations scholars, dynastic concerns and national interests still dominate their analyses of early modern international politics. This analysis contributes to the constructivist emphasis on collective identity to foreign policy by examining Tudor England in light of the concept of confessionalisation. Based on the recent historiography of Tudor England, this analysis demonstrates the importance of religion in defining not only the collective identity of international actors, but also their foreign policies, choice of alliances, and, more generally, their international outlook. Through such a lens, it seeks to draw analyses of the confessional state away from their focus on domestic state formation to the “external” dimension of confessionalisation and its importance for international politics.","downloadable_attachments":[{"id":36290024,"asset_id":10159358,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34333,"first_name":"Benjamin","last_name":"de Carvalho","domain_name":"nupi","page_name":"BenjamindeCarvalho","display_name":"Benjamin de Carvalho","profile_url":"https://nupi.academia.edu/BenjamindeCarvalho?f_ri=5723","photo":"https://0.academia-photos.com/34333/6727301/16365154/s65_benjamin.de_carvalho.png"}],"research_interests":[{"id":106,"name":"Religion","url":"https://www.academia.edu/Documents/in/Religion?f_ri=5723","nofollow":true},{"id":128,"name":"History","url":"https://www.academia.edu/Documents/in/History?f_ri=5723","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=5723","nofollow":true},{"id":217,"name":"Sociology of Religion","url":"https://www.academia.edu/Documents/in/Sociology_of_Religion?f_ri=5723","nofollow":true},{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=5723"},{"id":948,"name":"Historical Sociology","url":"https://www.academia.edu/Documents/in/Historical_Sociology?f_ri=5723"},{"id":1166,"name":"International Relations Theory","url":"https://www.academia.edu/Documents/in/International_Relations_Theory?f_ri=5723"},{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=5723"},{"id":1727,"name":"Early Modern History","url":"https://www.academia.edu/Documents/in/Early_Modern_History?f_ri=5723"},{"id":2089,"name":"Social Identity","url":"https://www.academia.edu/Documents/in/Social_Identity?f_ri=5723"},{"id":2987,"name":"Renaissance Studies","url":"https://www.academia.edu/Documents/in/Renaissance_Studies?f_ri=5723"},{"id":3059,"name":"Religion and Politics","url":"https://www.academia.edu/Documents/in/Religion_and_Politics?f_ri=5723"},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=5723"},{"id":5132,"name":"Reformation History","url":"https://www.academia.edu/Documents/in/Reformation_History?f_ri=5723"},{"id":5133,"name":"Reformation 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relations","url":"https://www.academia.edu/Documents/in/Religion_and_international_relations?f_ri=5723"},{"id":135565,"name":"Confessionalisation","url":"https://www.academia.edu/Documents/in/Confessionalisation?f_ri=5723"},{"id":136091,"name":"National Interest","url":"https://www.academia.edu/Documents/in/National_Interest?f_ri=5723"},{"id":157904,"name":"Queen Elizabeth I","url":"https://www.academia.edu/Documents/in/Queen_Elizabeth_I?f_ri=5723"},{"id":335542,"name":"International Alliances","url":"https://www.academia.edu/Documents/in/International_Alliances?f_ri=5723"},{"id":965746,"name":"Confessional State","url":"https://www.academia.edu/Documents/in/Confessional_State?f_ri=5723"},{"id":1350919,"name":"History of Early Modern International Relations","url":"https://www.academia.edu/Documents/in/History_of_Early_Modern_International_Relations?f_ri=5723"},{"id":1764314,"name":"Historical International Relations","url":"https://www.academia.edu/Documents/in/Historical_International_Relations?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37404778" data-work_id="37404778" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37404778/New_A_three_stage_decision_making_model_for_the_formation_process_of_strategic_alliances_between_local_SMEs_and_MNCs_in_Ghana_West_Africa">New: A three stage decision-making model for the formation process of strategic alliances between local SMEs and MNCs in Ghana (West Africa</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This model represents the three stages involved in the formation of strategic alliances in Ghana. Within each stages are phases that aids the decision of alliance teams during and after the formation of alliances. The model has been... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37404778" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This model represents the three stages involved in the formation of strategic alliances in Ghana. Within each stages are phases that aids the decision of alliance teams during and after the formation of alliances. The model has been crafted out of our working paper. The paper gives an in-depth perspective of strategic alliance formation between Local SMEs and MNCs in Ghana.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37404778" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="881bd4170c1643520611ed877a293c64" rel="nofollow" data-download="{"attachment_id":57368653,"asset_id":37404778,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57368653/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="21162169" href="https://northumbria.academia.edu/JohnsonOkeniyi">Johnson O Okeniyi</a><script data-card-contents-for-user="21162169" type="text/json">{"id":21162169,"first_name":"Johnson","last_name":"Okeniyi","domain_name":"northumbria","page_name":"JohnsonOkeniyi","display_name":"Johnson O Okeniyi","profile_url":"https://northumbria.academia.edu/JohnsonOkeniyi?f_ri=5723","photo":"https://0.academia-photos.com/21162169/5849855/42178173/s65_johnson.okeniyi.jpg"}</script></span></span></li><li class="js-paper-rank-work_37404778 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37404778"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37404778, container: ".js-paper-rank-work_37404778", }); });</script></li><li class="js-percentile-work_37404778 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 37404778; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_37404778"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_37404778 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="37404778"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 37404778; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=37404778]").text(description); $(".js-view-count-work_37404778").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37404778").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37404778"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4702" rel="nofollow" href="https://www.academia.edu/Documents/in/Case_Study_Research">Case Study Research</a>, <script data-card-contents-for-ri="4702" type="text/json">{"id":4702,"name":"Case Study Research","url":"https://www.academia.edu/Documents/in/Case_Study_Research?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9620" rel="nofollow" href="https://www.academia.edu/Documents/in/Ghana">Ghana</a><script data-card-contents-for-ri="9620" type="text/json">{"id":9620,"name":"Ghana","url":"https://www.academia.edu/Documents/in/Ghana?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37404778]'), work: {"id":37404778,"title":"New: A three stage decision-making model for the formation process of strategic alliances between local SMEs and MNCs in Ghana (West Africa","created_at":"2018-09-13T18:49:26.330-07:00","url":"https://www.academia.edu/37404778/New_A_three_stage_decision_making_model_for_the_formation_process_of_strategic_alliances_between_local_SMEs_and_MNCs_in_Ghana_West_Africa?f_ri=5723","dom_id":"work_37404778","summary":"This model represents the three stages involved in the formation of strategic alliances in Ghana. Within each stages are phases that aids the decision of alliance teams during and after the formation of alliances. The model has been crafted out of our working paper. The paper gives an in-depth perspective of strategic alliance formation between Local SMEs and MNCs in Ghana. ","downloadable_attachments":[{"id":57368653,"asset_id":37404778,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":21162169,"first_name":"Johnson","last_name":"Okeniyi","domain_name":"northumbria","page_name":"JohnsonOkeniyi","display_name":"Johnson O Okeniyi","profile_url":"https://northumbria.academia.edu/JohnsonOkeniyi?f_ri=5723","photo":"https://0.academia-photos.com/21162169/5849855/42178173/s65_johnson.okeniyi.jpg"}],"research_interests":[{"id":4702,"name":"Case Study Research","url":"https://www.academia.edu/Documents/in/Case_Study_Research?f_ri=5723","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":9620,"name":"Ghana","url":"https://www.academia.edu/Documents/in/Ghana?f_ri=5723","nofollow":true},{"id":13838,"name":"International Strategic Alliance","url":"https://www.academia.edu/Documents/in/International_Strategic_Alliance?f_ri=5723"},{"id":26393,"name":"SMES IN DEVELOPING COUNTRIES","url":"https://www.academia.edu/Documents/in/SMES_IN_DEVELOPING_COUNTRIES?f_ri=5723"},{"id":77320,"name":"MNC Strategy","url":"https://www.academia.edu/Documents/in/MNC_Strategy?f_ri=5723"},{"id":861979,"name":"Explore the key success factor of international strategic alliances","url":"https://www.academia.edu/Documents/in/Explore_the_key_success_factor_of_international_strategic_alliances?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_50126508" data-work_id="50126508" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/50126508/Do_Germany_and_the_Netherlands_want_to_say_goodbye_to_US_nuclear_weapons_Bulletin_of_the_Atomic_Scientists_">Do Germany and the Netherlands want to say goodbye to US nuclear weapons? (Bulletin of the Atomic Scientists)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Three decades after the end of the Cold War, the United States still deploys about 100 nuclear weapons in Europe under NATO's nuclear sharing policy. Two of the hosting states, Germany and the Netherlands, are now debating the prospective... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_50126508" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Three decades after the end of the Cold War, the United States still deploys about 100 nuclear weapons in Europe under NATO's nuclear sharing policy. Two of the hosting states, Germany and the Netherlands, are now debating the prospective withdrawal of these weapons from their territory. This article presents the findings of a recent public opinion poll in the two countries, where German and the Dutch citizens expressed their views on the US withdrawal. Given the changing political landscape in these two countries, public support for these policies is a pertinent aspect of the political decisions over the future of US nuclear weapons in Europe.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/50126508" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="2e6fb2bcec31d1366cf29175c1a21e54" rel="nofollow" data-download="{"attachment_id":68228999,"asset_id":50126508,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/68228999/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4251926" href="https://cuni.academia.edu/MichalSmetana">Michal Smetana</a><script data-card-contents-for-user="4251926" type="text/json">{"id":4251926,"first_name":"Michal","last_name":"Smetana","domain_name":"cuni","page_name":"MichalSmetana","display_name":"Michal Smetana","profile_url":"https://cuni.academia.edu/MichalSmetana?f_ri=5723","photo":"https://0.academia-photos.com/4251926/1684536/94133636/s65_michal.smetana.jpg"}</script></span></span></li><li class="js-paper-rank-work_50126508 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="50126508"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 50126508, container: ".js-paper-rank-work_50126508", }); 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$(".js-view-count[data-work-id=50126508]").text(description); $(".js-view-count-work_50126508").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_50126508").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="50126508"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4507" rel="nofollow" href="https://www.academia.edu/Documents/in/Nuclear_Weapons">Nuclear Weapons</a>, <script data-card-contents-for-ri="4507" type="text/json">{"id":4507,"name":"Nuclear Weapons","url":"https://www.academia.edu/Documents/in/Nuclear_Weapons?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5954" rel="nofollow" href="https://www.academia.edu/Documents/in/European_Security_and_Defence_Policy">European Security and Defence Policy</a>, <script data-card-contents-for-ri="5954" type="text/json">{"id":5954,"name":"European Security and Defence Policy","url":"https://www.academia.edu/Documents/in/European_Security_and_Defence_Policy?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="19262" rel="nofollow" href="https://www.academia.edu/Documents/in/German_Politics">German Politics</a><script data-card-contents-for-ri="19262" type="text/json">{"id":19262,"name":"German Politics","url":"https://www.academia.edu/Documents/in/German_Politics?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=50126508]'), work: {"id":50126508,"title":"Do Germany and the Netherlands want to say goodbye to US nuclear weapons? (Bulletin of the Atomic Scientists)","created_at":"2021-07-21T04:52:32.081-07:00","url":"https://www.academia.edu/50126508/Do_Germany_and_the_Netherlands_want_to_say_goodbye_to_US_nuclear_weapons_Bulletin_of_the_Atomic_Scientists_?f_ri=5723","dom_id":"work_50126508","summary":"Three decades after the end of the Cold War, the United States still deploys about 100 nuclear weapons in Europe under NATO's nuclear sharing policy. Two of the hosting states, Germany and the Netherlands, are now debating the prospective withdrawal of these weapons from their territory. This article presents the findings of a recent public opinion poll in the two countries, where German and the Dutch citizens expressed their views on the US withdrawal. Given the changing political landscape in these two countries, public support for these policies is a pertinent aspect of the political decisions over the future of US nuclear weapons in Europe.","downloadable_attachments":[{"id":68228999,"asset_id":50126508,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4251926,"first_name":"Michal","last_name":"Smetana","domain_name":"cuni","page_name":"MichalSmetana","display_name":"Michal Smetana","profile_url":"https://cuni.academia.edu/MichalSmetana?f_ri=5723","photo":"https://0.academia-photos.com/4251926/1684536/94133636/s65_michal.smetana.jpg"}],"research_interests":[{"id":4507,"name":"Nuclear Weapons","url":"https://www.academia.edu/Documents/in/Nuclear_Weapons?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":5954,"name":"European Security and Defence Policy","url":"https://www.academia.edu/Documents/in/European_Security_and_Defence_Policy?f_ri=5723","nofollow":true},{"id":19262,"name":"German Politics","url":"https://www.academia.edu/Documents/in/German_Politics?f_ri=5723","nofollow":true},{"id":56898,"name":"Nuclear Disarmament","url":"https://www.academia.edu/Documents/in/Nuclear_Disarmament?f_ri=5723"},{"id":128275,"name":"NATO-Russian Relations","url":"https://www.academia.edu/Documents/in/NATO-Russian_Relations?f_ri=5723"},{"id":184185,"name":"Arms Control and Disarmament","url":"https://www.academia.edu/Documents/in/Arms_Control_and_Disarmament?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_32138833" data-work_id="32138833" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/32138833/Elektronik_Ticaret_ve_%C4%B0nternette_Pazarlama_e_Ticaret_%C5%9Eirket_%C3%96rne%C4%9Fi_eBay_Electronic_Trade_and_Internet_Marketing_e_Commerce_Company_eBay_">Elektronik Ticaret ve İnternette Pazarlama - e-Ticaret Şirket Örneği; eBay - (Electronic Trade and Internet Marketing - e-Commerce Company; eBay)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Elektronik Ticaret ve İnternette Pazarlama - e-Ticaret Şirket Örneği; eBay / -Electronic Trade and Internet Marketing - e-Commerce Company; eBay</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/32138833" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="885ba5bc229bb7ff1c260b73124b61d7" rel="nofollow" data-download="{"attachment_id":52380788,"asset_id":32138833,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/52380788/download_file?st=MTc0MDE1OTIzMyw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="53247312" href="https://ankarauniversitesi.academia.edu/kutlayislek">Kutlay İşlek</a><script data-card-contents-for-user="53247312" type="text/json">{"id":53247312,"first_name":"Kutlay","last_name":"İşlek","domain_name":"ankarauniversitesi","page_name":"kutlayislek","display_name":"Kutlay İşlek","profile_url":"https://ankarauniversitesi.academia.edu/kutlayislek?f_ri=5723","photo":"https://0.academia-photos.com/53247312/14050153/34697718/s65_kutlay.i_lek.jpeg"}</script></span></span></li><li class="js-paper-rank-work_32138833 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="32138833"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 32138833, container: ".js-paper-rank-work_32138833", }); 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$(".js-view-count[data-work-id=32138833]").text(description); $(".js-view-count-work_32138833").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_32138833").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="32138833"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="13838" rel="nofollow" href="https://www.academia.edu/Documents/in/International_Strategic_Alliance">International Strategic Alliance</a>, <script data-card-contents-for-ri="13838" type="text/json">{"id":13838,"name":"International Strategic Alliance","url":"https://www.academia.edu/Documents/in/International_Strategic_Alliance?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="75239" rel="nofollow" href="https://www.academia.edu/Documents/in/Ebay">Ebay</a>, <script data-card-contents-for-ri="75239" type="text/json">{"id":75239,"name":"Ebay","url":"https://www.academia.edu/Documents/in/Ebay?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="412989" rel="nofollow" href="https://www.academia.edu/Documents/in/Elektronik_Ticaret">Elektronik Ticaret</a><script data-card-contents-for-ri="412989" type="text/json">{"id":412989,"name":"Elektronik Ticaret","url":"https://www.academia.edu/Documents/in/Elektronik_Ticaret?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=32138833]'), work: {"id":32138833,"title":"Elektronik Ticaret ve İnternette Pazarlama - e-Ticaret Şirket Örneği; eBay - (Electronic Trade and Internet Marketing - e-Commerce Company; eBay)","created_at":"2017-03-30T03:21:35.586-07:00","url":"https://www.academia.edu/32138833/Elektronik_Ticaret_ve_%C4%B0nternette_Pazarlama_e_Ticaret_%C5%9Eirket_%C3%96rne%C4%9Fi_eBay_Electronic_Trade_and_Internet_Marketing_e_Commerce_Company_eBay_?f_ri=5723","dom_id":"work_32138833","summary":"Elektronik Ticaret ve İnternette Pazarlama - e-Ticaret Şirket Örneği; eBay / -Electronic Trade and Internet Marketing - e-Commerce Company; eBay","downloadable_attachments":[{"id":52380788,"asset_id":32138833,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":53247312,"first_name":"Kutlay","last_name":"İşlek","domain_name":"ankarauniversitesi","page_name":"kutlayislek","display_name":"Kutlay İşlek","profile_url":"https://ankarauniversitesi.academia.edu/kutlayislek?f_ri=5723","photo":"https://0.academia-photos.com/53247312/14050153/34697718/s65_kutlay.i_lek.jpeg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":13838,"name":"International Strategic Alliance","url":"https://www.academia.edu/Documents/in/International_Strategic_Alliance?f_ri=5723","nofollow":true},{"id":75239,"name":"Ebay","url":"https://www.academia.edu/Documents/in/Ebay?f_ri=5723","nofollow":true},{"id":412989,"name":"Elektronik Ticaret","url":"https://www.academia.edu/Documents/in/Elektronik_Ticaret?f_ri=5723","nofollow":true},{"id":458504,"name":"E-Ticaret","url":"https://www.academia.edu/Documents/in/E-Ticaret?f_ri=5723"},{"id":1033104,"name":"Electronic Commerce and E ‐business","url":"https://www.academia.edu/Documents/in/Electronic_Commerce_and_E_-business?f_ri=5723"},{"id":1249059,"name":"Electronic Commerce","url":"https://www.academia.edu/Documents/in/Electronic_Commerce?f_ri=5723"},{"id":1270531,"name":"Stratejik Ittifaklar","url":"https://www.academia.edu/Documents/in/Stratejik_Ittifaklar?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41951847" data-work_id="41951847" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41951847/The_architecture_of_cooperation_Managing_coordination_costs_and_appropriation_concerns_in_strategic_alliances">The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study examines why and how firms choose different governance structures and diversity of contracts available to formalize their alliances. Three types of alternative alliance structures was used and each present. Data was collected... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_41951847" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study examines why and how firms choose different governance structures and diversity of contracts available to formalize their alliances. Three types of alternative alliance structures was used and each present. Data was collected for biopharmaceuticals, new materials, and automobile sectors between 1970 and 1989. Findings suggest that both the extent of coordination costs and appropriation concerns in an alliance can predict the use of governance structures. The results provide strong support for the importance of coordination costs, help us to better understand some of the reasons why the composition of structures used may have shifted over time from more to less hierarchical.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41951847" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="b2677907124b119d2448ebfb7c11c3cc" rel="nofollow" data-download="{"attachment_id":62075021,"asset_id":41951847,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62075021/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2954907" href="https://lum.academia.edu/DarkoMilosevic">Darko Milosevic</a><script data-card-contents-for-user="2954907" type="text/json">{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}</script></span></span></li><li class="js-paper-rank-work_41951847 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41951847"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41951847, container: ".js-paper-rank-work_41951847", }); });</script></li><li class="js-percentile-work_41951847 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 41951847; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_41951847"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_41951847 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="41951847"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 41951847; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=41951847]").text(description); $(".js-view-count-work_41951847").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_41951847").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="41951847"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="43968" rel="nofollow" href="https://www.academia.edu/Documents/in/Cooperation">Cooperation</a>, <script data-card-contents-for-ri="43968" type="text/json">{"id":43968,"name":"Cooperation","url":"https://www.academia.edu/Documents/in/Cooperation?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="696509" rel="nofollow" href="https://www.academia.edu/Documents/in/Corporate_Governance_and_Capital_Structure">Corporate Governance and Capital Structure</a><script data-card-contents-for-ri="696509" type="text/json">{"id":696509,"name":"Corporate Governance and Capital Structure","url":"https://www.academia.edu/Documents/in/Corporate_Governance_and_Capital_Structure?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=41951847]'), work: {"id":41951847,"title":"The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances","created_at":"2020-02-12T03:52:17.916-08:00","url":"https://www.academia.edu/41951847/The_architecture_of_cooperation_Managing_coordination_costs_and_appropriation_concerns_in_strategic_alliances?f_ri=5723","dom_id":"work_41951847","summary":"This study examines why and how firms choose different governance structures and diversity of contracts available to formalize their alliances. Three types of alternative alliance structures was used and each present. Data was collected for biopharmaceuticals, new materials, and automobile sectors between 1970 and 1989. Findings suggest that both the extent of coordination costs and appropriation concerns in an alliance can predict the use of governance structures. The results provide strong support for the importance of coordination costs, help us to better understand some of the reasons why the composition of structures used may have shifted over time from more to less hierarchical.","downloadable_attachments":[{"id":62075021,"asset_id":41951847,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":43968,"name":"Cooperation","url":"https://www.academia.edu/Documents/in/Cooperation?f_ri=5723","nofollow":true},{"id":696509,"name":"Corporate Governance and Capital Structure","url":"https://www.academia.edu/Documents/in/Corporate_Governance_and_Capital_Structure?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41966981" data-work_id="41966981" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41966981/Neither_market_nor_hierarchy_Network_Forms_of_Organization">Neither market nor hierarchy: Network Forms of Organization</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The purpose of this article is to render literature in the organizational behavior field. Powell (1990) contrast three modes of organization-market, hierarchy, and network-and stress the salient features of each. The logic of network... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_41966981" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The purpose of this article is to render literature in the organizational behavior field. Powell (1990) contrast three modes of organization-market, hierarchy, and network-and stress the salient features of each. The logic of network forms demonstrate how networks differ from other forms, illustrative examples of network arrangements in craft and high-technology industries, in regional economies, and in formerly vertically integrated fields. The aim is to develop a number of empirically arguments about the circumstances that give rise to networks and allow them to proliferate. The paper concludes with a discussion of the conditions that give rise to network forms. MARKETS AND FIRMS Literature in this paper followed the fields of international business, technology strategy, industrial relations, organizational sociology, and the new institutional economies. Coase (1937) in article on the nature of the firm, conceived firm as a "black box". Williamson's (1975) argument "transaction that involve uncertainty require specific investments"-of money, time or energy that cannot be easily transferred. Transactions are moved out of markets into hierarchy, where inefficiencies of bureaucratic organization preferred to the relatively greater costs of market transactions, for two reasons: bounded rationality and opportunism. Outside boundaries of firms are competitors, while inside managers exercise authority and curb opportunistic behavior. The view that transactions are distributed at points along a continuum implies that markets are the starting point which other methods evolve. As Moses Finley (1973) tells us "only money in the nature of free booty and treasure trove". Williamson remarks "transactions in the middle range are much more common". For high tech start-ups in the U.S. and craft-based firms in Northern Italy, continuum fails to capture the complex realities of exchange, blinds us by reciprocity and collaboration as alternative governance mechanisms. Goldberg (1980) notes that many market exchanges have been replaced by international collaborations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41966981" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ee38579bfd7d1b8901ed1112672eb800" rel="nofollow" data-download="{"attachment_id":62089722,"asset_id":41966981,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62089722/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2954907" href="https://lum.academia.edu/DarkoMilosevic">Darko Milosevic</a><script data-card-contents-for-user="2954907" type="text/json">{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}</script></span></span></li><li class="js-paper-rank-work_41966981 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41966981"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41966981, container: ".js-paper-rank-work_41966981", }); 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$(".js-view-count[data-work-id=41966981]").text(description); $(".js-view-count-work_41966981").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_41966981").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="41966981"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">11</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="465" rel="nofollow" href="https://www.academia.edu/Documents/in/Artificial_Intelligence">Artificial Intelligence</a>, <script data-card-contents-for-ri="465" type="text/json">{"id":465,"name":"Artificial Intelligence","url":"https://www.academia.edu/Documents/in/Artificial_Intelligence?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6910" rel="nofollow" href="https://www.academia.edu/Documents/in/Capital_Markets">Capital Markets</a>, <script data-card-contents-for-ri="6910" type="text/json">{"id":6910,"name":"Capital Markets","url":"https://www.academia.edu/Documents/in/Capital_Markets?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="18873" rel="nofollow" href="https://www.academia.edu/Documents/in/Automotive_Industry">Automotive Industry</a><script data-card-contents-for-ri="18873" type="text/json">{"id":18873,"name":"Automotive Industry","url":"https://www.academia.edu/Documents/in/Automotive_Industry?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=41966981]'), work: {"id":41966981,"title":"Neither market nor hierarchy: Network Forms of Organization","created_at":"2020-02-13T11:23:29.354-08:00","url":"https://www.academia.edu/41966981/Neither_market_nor_hierarchy_Network_Forms_of_Organization?f_ri=5723","dom_id":"work_41966981","summary":"The purpose of this article is to render literature in the organizational behavior field. Powell (1990) contrast three modes of organization-market, hierarchy, and network-and stress the salient features of each. The logic of network forms demonstrate how networks differ from other forms, illustrative examples of network arrangements in craft and high-technology industries, in regional economies, and in formerly vertically integrated fields. The aim is to develop a number of empirically arguments about the circumstances that give rise to networks and allow them to proliferate. The paper concludes with a discussion of the conditions that give rise to network forms. MARKETS AND FIRMS Literature in this paper followed the fields of international business, technology strategy, industrial relations, organizational sociology, and the new institutional economies. Coase (1937) in article on the nature of the firm, conceived firm as a \"black box\". Williamson's (1975) argument \"transaction that involve uncertainty require specific investments\"-of money, time or energy that cannot be easily transferred. Transactions are moved out of markets into hierarchy, where inefficiencies of bureaucratic organization preferred to the relatively greater costs of market transactions, for two reasons: bounded rationality and opportunism. Outside boundaries of firms are competitors, while inside managers exercise authority and curb opportunistic behavior. The view that transactions are distributed at points along a continuum implies that markets are the starting point which other methods evolve. As Moses Finley (1973) tells us \"only money in the nature of free booty and treasure trove\". Williamson remarks \"transactions in the middle range are much more common\". For high tech start-ups in the U.S. and craft-based firms in Northern Italy, continuum fails to capture the complex realities of exchange, blinds us by reciprocity and collaboration as alternative governance mechanisms. Goldberg (1980) notes that many market exchanges have been replaced by international collaborations.","downloadable_attachments":[{"id":62089722,"asset_id":41966981,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}],"research_interests":[{"id":465,"name":"Artificial Intelligence","url":"https://www.academia.edu/Documents/in/Artificial_Intelligence?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":6910,"name":"Capital Markets","url":"https://www.academia.edu/Documents/in/Capital_Markets?f_ri=5723","nofollow":true},{"id":18873,"name":"Automotive Industry","url":"https://www.academia.edu/Documents/in/Automotive_Industry?f_ri=5723","nofollow":true},{"id":88149,"name":"Joint Ventures","url":"https://www.academia.edu/Documents/in/Joint_Ventures?f_ri=5723"},{"id":262892,"name":"General Motors","url":"https://www.academia.edu/Documents/in/General_Motors?f_ri=5723"},{"id":318683,"name":"Hierarchies","url":"https://www.academia.edu/Documents/in/Hierarchies?f_ri=5723"},{"id":567028,"name":"Disaggregation","url":"https://www.academia.edu/Documents/in/Disaggregation?f_ri=5723"},{"id":955872,"name":"Ford Motor Company","url":"https://www.academia.edu/Documents/in/Ford_Motor_Company?f_ri=5723"},{"id":1762687,"name":"Mazda","url":"https://www.academia.edu/Documents/in/Mazda?f_ri=5723"},{"id":2454621,"name":"Volvo","url":"https://www.academia.edu/Documents/in/Volvo?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24805138" data-work_id="24805138" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24805138/Containership_Routing_and_Scheduling_in_Liner_Shipping_Overview_and_Future_Research_Directions">Containership Routing and Scheduling in Liner Shipping: Overview and Future Research Directions</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Thun (2014) Containership Routing and Scheduling in Liner Shipping: Overview and Future Research Directions. Transportation Science 48(2):265-280. <a href="http://dx.doi.org/10.1287/trsc.2013.0461" rel="nofollow">http://dx.doi.org/10.1287/trsc.2013.0461</a> Full terms and conditions of use:... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_24805138" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Thun (2014) Containership Routing and Scheduling in Liner Shipping: Overview and Future Research Directions. Transportation Science 48(2):265-280. <a href="http://dx.doi.org/10.1287/trsc.2013.0461" rel="nofollow">http://dx.doi.org/10.1287/trsc.2013.0461</a> Full terms and conditions of use: <a href="http://pubsonline.informs.org/page/terms-and-conditions" rel="nofollow">http://pubsonline.informs.org/page/terms-and-conditions</a> Please scroll down for article—it is on subsequent pages</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24805138" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dbba7fc4bf46dc97caf3c7bd6adaa044" rel="nofollow" data-download="{"attachment_id":45132916,"asset_id":24805138,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/45132916/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="47831257" href="https://independent.academia.edu/GraceZhao4">Grace Zhao</a><script data-card-contents-for-user="47831257" type="text/json">{"id":47831257,"first_name":"Grace","last_name":"Zhao","domain_name":"independent","page_name":"GraceZhao4","display_name":"Grace Zhao","profile_url":"https://independent.academia.edu/GraceZhao4?f_ri=5723","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_24805138 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24805138"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24805138, container: ".js-paper-rank-work_24805138", }); 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$(".js-view-count[data-work-id=24805138]").text(description); $(".js-view-count-work_24805138").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_24805138").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24805138"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a><script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24805138]'), work: {"id":24805138,"title":"Containership Routing and Scheduling in Liner Shipping: Overview and Future Research Directions","created_at":"2016-04-27T06:04:27.568-07:00","url":"https://www.academia.edu/24805138/Containership_Routing_and_Scheduling_in_Liner_Shipping_Overview_and_Future_Research_Directions?f_ri=5723","dom_id":"work_24805138","summary":"Thun (2014) Containership Routing and Scheduling in Liner Shipping: Overview and Future Research Directions. Transportation Science 48(2):265-280. http://dx.doi.org/10.1287/trsc.2013.0461 Full terms and conditions of use: http://pubsonline.informs.org/page/terms-and-conditions Please scroll down for article—it is on subsequent pages","downloadable_attachments":[{"id":45132916,"asset_id":24805138,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":47831257,"first_name":"Grace","last_name":"Zhao","domain_name":"independent","page_name":"GraceZhao4","display_name":"Grace Zhao","profile_url":"https://independent.academia.edu/GraceZhao4?f_ri=5723","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_36993426" data-work_id="36993426" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/36993426/Strategije_rasta">Strategije rasta</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">U ovom seminarskom radu objašnjene su strategije rasta kao neizbježan faktor opstanka na tržištu. Korištenjem različitih izvora, pri čemu se rad najviše oslanja na izvore iz knjige, analizirani su različiti tipovi strategije rasta. Kroz... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_36993426" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">U ovom seminarskom radu objašnjene su strategije rasta kao neizbježan faktor opstanka na tržištu. Korištenjem različitih izvora, pri čemu se rad najviše oslanja na izvore iz knjige, analizirani su različiti tipovi strategije rasta. Kroz daljnji rad dana je važnopst rasta za podzeća te su prikazani određeni primjeri upotrebe pojedinih strategija u svrhu daljenjg rasta poduzeća.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/36993426" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="867dd48cb865a7e6791d2c95896dd45f" rel="nofollow" data-download="{"attachment_id":56942453,"asset_id":36993426,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/56942453/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="40254873" href="https://unizg.academia.edu/DinoKli%C4%8Dek">Dino Kliček</a><script data-card-contents-for-user="40254873" type="text/json">{"id":40254873,"first_name":"Dino","last_name":"Kliček","domain_name":"unizg","page_name":"DinoKliček","display_name":"Dino Kliček","profile_url":"https://unizg.academia.edu/DinoKli%C4%8Dek?f_ri=5723","photo":"https://0.academia-photos.com/40254873/11005313/21002007/s65_dino.kli_ek.png"}</script></span></span></li><li class="js-paper-rank-work_36993426 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="36993426"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 36993426, container: ".js-paper-rank-work_36993426", }); 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$(".js-view-count[data-work-id=36993426]").text(description); $(".js-view-count-work_36993426").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_36993426").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="36993426"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="136964" rel="nofollow" href="https://www.academia.edu/Documents/in/Enterpreneurship">Enterpreneurship</a>, <script data-card-contents-for-ri="136964" type="text/json">{"id":136964,"name":"Enterpreneurship","url":"https://www.academia.edu/Documents/in/Enterpreneurship?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1727934" rel="nofollow" href="https://www.academia.edu/Documents/in/Bussiness_Strategy">Bussiness Strategy</a><script data-card-contents-for-ri="1727934" type="text/json">{"id":1727934,"name":"Bussiness Strategy","url":"https://www.academia.edu/Documents/in/Bussiness_Strategy?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=36993426]'), work: {"id":36993426,"title":"Strategije rasta","created_at":"2018-07-06T07:00:42.158-07:00","url":"https://www.academia.edu/36993426/Strategije_rasta?f_ri=5723","dom_id":"work_36993426","summary":"U ovom seminarskom radu objašnjene su strategije rasta kao neizbježan faktor opstanka na tržištu. Korištenjem različitih izvora, pri čemu se rad najviše oslanja na izvore iz knjige, analizirani su različiti tipovi strategije rasta. Kroz daljnji rad dana je važnopst rasta za podzeća te su prikazani određeni primjeri upotrebe pojedinih strategija u svrhu daljenjg rasta poduzeća.","downloadable_attachments":[{"id":56942453,"asset_id":36993426,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":40254873,"first_name":"Dino","last_name":"Kliček","domain_name":"unizg","page_name":"DinoKliček","display_name":"Dino Kliček","profile_url":"https://unizg.academia.edu/DinoKli%C4%8Dek?f_ri=5723","photo":"https://0.academia-photos.com/40254873/11005313/21002007/s65_dino.kli_ek.png"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":136964,"name":"Enterpreneurship","url":"https://www.academia.edu/Documents/in/Enterpreneurship?f_ri=5723","nofollow":true},{"id":1727934,"name":"Bussiness Strategy","url":"https://www.academia.edu/Documents/in/Bussiness_Strategy?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44950595" data-work_id="44950595" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44950595/Alliances_and_the_Balance_of_Power_in_the_Middle_East">Alliances and the Balance of Power in the Middle East</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">International relations theory has traditionally placed alliance politics at the very centre of many analyses of international or regional politics. Realist scholars, in particular, continually revised alliance theories, with assorted... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44950595" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">International relations theory has traditionally placed alliance politics at the very centre of many analyses of international or regional politics. Realist scholars, in particular, continually revised alliance theories, with assorted debates over time, but often with little reference to the Middle East. International relations theory has been, quite appropriately, accused of being too Western-centric and even US-centric in understandings of global politics, or of being too focused on competing paradigms and schools of thought, or what is sometimes referred to as "theoretical sectarianism" (Salloukh 2015: 50). Scholars of Middle East regional politics, in contrast, have rarely associated with a single school or perspective, and have been more likely to employ a kind of theoretical pluralism or eclecticism to understand the details and nuances of regional political life, including alliances. This chapter first examines key parts of the vast literature on alliances, alignments and changing balances of power in international relations theory. Some of this literature is drawn from Western empirical evidence, some from the Middle East itself. The chapter then turns more exclusively to the region, examining regional politics and especially shifting alliances and changes over time in the regional balance of power, including the frequently shifting politics of inter-Arab relations. Together, these two broad themes-the alliance literature in international relations theory and regional alliance politics in actual practice-combine for a more comprehensive analysis of alliances and the balance of power in the Middle East. As we shall see, most scholars of the region approach these topics from several angles, drawing on multiple theoretical perspectives, but ultimately providing fuller explanations for regional political dynamics, including shifting patterns of alliances and alignments in the region, inter-Arab relations and the changing regional balance and the recurring patterns of regional "Cold Wars."</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44950595" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="903064a8fd4e5cfba38839d78fd003eb" rel="nofollow" data-download="{"attachment_id":65480840,"asset_id":44950595,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65480840/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="101827981" href="https://appstate.academia.edu/CurtisRyan">Curtis R . 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Realist scholars, in particular, continually revised alliance theories, with assorted debates over time, but often with little reference to the Middle East. International relations theory has been, quite appropriately, accused of being too Western-centric and even US-centric in understandings of global politics, or of being too focused on competing paradigms and schools of thought, or what is sometimes referred to as \"theoretical sectarianism\" (Salloukh 2015: 50). Scholars of Middle East regional politics, in contrast, have rarely associated with a single school or perspective, and have been more likely to employ a kind of theoretical pluralism or eclecticism to understand the details and nuances of regional political life, including alliances. This chapter first examines key parts of the vast literature on alliances, alignments and changing balances of power in international relations theory. Some of this literature is drawn from Western empirical evidence, some from the Middle East itself. The chapter then turns more exclusively to the region, examining regional politics and especially shifting alliances and changes over time in the regional balance of power, including the frequently shifting politics of inter-Arab relations. Together, these two broad themes-the alliance literature in international relations theory and regional alliance politics in actual practice-combine for a more comprehensive analysis of alliances and the balance of power in the Middle East. As we shall see, most scholars of the region approach these topics from several angles, drawing on multiple theoretical perspectives, but ultimately providing fuller explanations for regional political dynamics, including shifting patterns of alliances and alignments in the region, inter-Arab relations and the changing regional balance and the recurring patterns of regional \"Cold Wars.\" ","downloadable_attachments":[{"id":65480840,"asset_id":44950595,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":101827981,"first_name":"Curtis","last_name":"Ryan","domain_name":"appstate","page_name":"CurtisRyan","display_name":"Curtis R . 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Que Futuro?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Queria começar pelo mais evidente. A protecção do território nacional ao longo, e no interior, da única fronteira continental que temos enquanto Estado, continua a ser uma prioridade óbvia. E continuará certamente a sê-lo por muito tempo,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9273963" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Queria começar pelo mais evidente. A protecção do território nacional ao longo, e no interior, da única fronteira continental que temos enquanto Estado, continua a ser uma prioridade óbvia. E continuará certamente a sê-lo por muito tempo, visto não serem previsíveis grandes mudanças, para além das que já ocorreram, nesses âmbitos. Tal como o é a defesa das nossas mais complexas fronteiras marítimas, das águas territoriais às zonas económicas exclusivas que nos couberam depois de Montego Bay, em redor da orla litoral do continente e, em pontilhado, à volta dos arquipélagos da Madeira e dos Açores. Em termos também "convencionais", mas estes desta feita comparativamente recentes, temos agora responsabilidades acrescidas noutros perímetros de segurança e defesa mais instáveis, mais distantes e menos óbvios: os da União Europeia, os do espaço Schengen, e os da NATO. 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Em termos também \"convencionais\", mas estes desta feita comparativamente recentes, temos agora responsabilidades acrescidas noutros perímetros de segurança e defesa mais instáveis, mais distantes e menos óbvios: os da União Europeia, os do espaço Schengen, e os da NATO. 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window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=29327815]").text(description); $(".js-view-count-work_29327815").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_29327815").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="29327815"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1335" rel="nofollow" href="https://www.academia.edu/Documents/in/Supply_Chain_Management">Supply Chain Management</a>, <script data-card-contents-for-ri="1335" type="text/json">{"id":1335,"name":"Supply Chain Management","url":"https://www.academia.edu/Documents/in/Supply_Chain_Management?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="24699" rel="nofollow" href="https://www.academia.edu/Documents/in/Supply_Chain">Supply Chain</a>, <script data-card-contents-for-ri="24699" type="text/json">{"id":24699,"name":"Supply Chain","url":"https://www.academia.edu/Documents/in/Supply_Chain?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39895" rel="nofollow" href="https://www.academia.edu/Documents/in/Logistics_Management">Logistics Management</a><script data-card-contents-for-ri="39895" type="text/json">{"id":39895,"name":"Logistics Management","url":"https://www.academia.edu/Documents/in/Logistics_Management?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=29327815]'), work: {"id":29327815,"title":"Strategic Alliances in Supply Chain Management.ppt","created_at":"2016-10-21T09:25:38.914-07:00","url":"https://www.academia.edu/29327815/Strategic_Alliances_in_Supply_Chain_Management_ppt?f_ri=5723","dom_id":"work_29327815","summary":null,"downloadable_attachments":[{"id":49767039,"asset_id":29327815,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3503287,"first_name":"Israr","last_name":"Raja","domain_name":"iqraisb","page_name":"IsrarRaja","display_name":"Israr Raja","profile_url":"https://iqraisb.academia.edu/IsrarRaja?f_ri=5723","photo":"https://0.academia-photos.com/3503287/1196220/98851043/s65_israr.raja.jpg"}],"research_interests":[{"id":1335,"name":"Supply Chain Management","url":"https://www.academia.edu/Documents/in/Supply_Chain_Management?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":24699,"name":"Supply Chain","url":"https://www.academia.edu/Documents/in/Supply_Chain?f_ri=5723","nofollow":true},{"id":39895,"name":"Logistics Management","url":"https://www.academia.edu/Documents/in/Logistics_Management?f_ri=5723","nofollow":true},{"id":90164,"name":"Strategic alliances, networks, learning","url":"https://www.academia.edu/Documents/in/Strategic_alliances_networks_learning?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41938813" data-work_id="41938813" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41938813/Alliances_and_Networks">Alliances and Networks</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper develop some of the key questions associated with social network perspective and strategic alliances, provides important factors that may influence the behavior and performance of firms. It extends prior research, considered... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_41938813" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper develop some of the key questions associated with social network perspective and strategic alliances, provides important factors that may influence the behavior and performance of firms. It extends prior research, considered alliances as dyadic exchanges, identified five key issues for the study, and for each outlines research and discusses introducing some new and important insights of alliance and network perspective. Paper suggests that social networks are valuable conduits of information that provide both opportunities and constraints for firms and have important behavioral and performance implications for their alliances.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41938813" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cb145041a45ee826aef29fb96d4f23eb" rel="nofollow" data-download="{"attachment_id":62062576,"asset_id":41938813,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62062576/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2954907" href="https://lum.academia.edu/DarkoMilosevic">Darko Milosevic</a><script data-card-contents-for-user="2954907" type="text/json">{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}</script></span></span></li><li class="js-paper-rank-work_41938813 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41938813"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41938813, container: ".js-paper-rank-work_41938813", }); });</script></li><li class="js-percentile-work_41938813 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 41938813; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_41938813"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_41938813 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="41938813"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 41938813; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=41938813]").text(description); $(".js-view-count-work_41938813").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_41938813").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="41938813"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="55427" rel="nofollow" href="https://www.academia.edu/Documents/in/Social_Structure">Social Structure</a>, <script data-card-contents-for-ri="55427" type="text/json">{"id":55427,"name":"Social Structure","url":"https://www.academia.edu/Documents/in/Social_Structure?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="180054" rel="nofollow" href="https://www.academia.edu/Documents/in/Alliance_Formations_and_Collapse">Alliance Formations and Collapse</a>, <script data-card-contents-for-ri="180054" type="text/json">{"id":180054,"name":"Alliance Formations and Collapse","url":"https://www.academia.edu/Documents/in/Alliance_Formations_and_Collapse?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="213888" rel="nofollow" href="https://www.academia.edu/Documents/in/Behavioral_Theory_of_the_Firm">Behavioral Theory of the Firm</a><script data-card-contents-for-ri="213888" type="text/json">{"id":213888,"name":"Behavioral Theory of the Firm","url":"https://www.academia.edu/Documents/in/Behavioral_Theory_of_the_Firm?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=41938813]'), work: {"id":41938813,"title":"Alliances and Networks","created_at":"2020-02-11T01:54:56.651-08:00","url":"https://www.academia.edu/41938813/Alliances_and_Networks?f_ri=5723","dom_id":"work_41938813","summary":"This paper develop some of the key questions associated with social network perspective and strategic alliances, provides important factors that may influence the behavior and performance of firms. It extends prior research, considered alliances as dyadic exchanges, identified five key issues for the study, and for each outlines research and discusses introducing some new and important insights of alliance and network perspective. Paper suggests that social networks are valuable conduits of information that provide both opportunities and constraints for firms and have important behavioral and performance implications for their alliances.","downloadable_attachments":[{"id":62062576,"asset_id":41938813,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":55427,"name":"Social Structure","url":"https://www.academia.edu/Documents/in/Social_Structure?f_ri=5723","nofollow":true},{"id":180054,"name":"Alliance Formations and Collapse","url":"https://www.academia.edu/Documents/in/Alliance_Formations_and_Collapse?f_ri=5723","nofollow":true},{"id":213888,"name":"Behavioral Theory of the Firm","url":"https://www.academia.edu/Documents/in/Behavioral_Theory_of_the_Firm?f_ri=5723","nofollow":true},{"id":696509,"name":"Corporate Governance and Capital Structure","url":"https://www.academia.edu/Documents/in/Corporate_Governance_and_Capital_Structure?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_36227257" data-work_id="36227257" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/36227257/Network_Performance_Analysis_A_Literature_Review">Network Performance Analysis: A Literature Review</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">� Global markets have shown a significant interest in the inter-organisational performance and the evaluation thereof. The vast literature on this topic stresses different concepts, most of which are related to the performance of firms,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_36227257" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">� Global markets have shown a significant interest in the inter-organisational performance and the evaluation thereof. The vast literature on this topic stresses different concepts, most of which are related to the performance of firms, networks, and alliances, but the literature has not considered the performance of the strategic business unit (SBU) or the inter-organisational business unit. The aim of this paper is to offer a new point of view on this issue, based on the identification of the proper levels of analysis, in accordance with the international literature.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/36227257" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5b660a11349d8ba567677ecbd3dbac8b" rel="nofollow" data-download="{"attachment_id":56130374,"asset_id":36227257,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/56130374/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1856587" href="https://unimib.academia.edu/MariaGarbelli">Maria Garbelli</a><script data-card-contents-for-user="1856587" type="text/json">{"id":1856587,"first_name":"Maria","last_name":"Garbelli","domain_name":"unimib","page_name":"MariaGarbelli","display_name":"Maria Garbelli","profile_url":"https://unimib.academia.edu/MariaGarbelli?f_ri=5723","photo":"https://0.academia-photos.com/1856587/630549/8807527/s65_maria.garbelli.jpg"}</script></span></span></li><li class="js-paper-rank-work_36227257 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="36227257"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 36227257, container: ".js-paper-rank-work_36227257", }); });</script></li><li class="js-percentile-work_36227257 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 36227257; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_36227257"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_36227257 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="36227257"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 36227257; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=36227257]").text(description); $(".js-view-count-work_36227257").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_36227257").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="36227257"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">10</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="1934" rel="nofollow" href="https://www.academia.edu/Documents/in/Clusters_and_Networks">Clusters & Networks</a>, <script data-card-contents-for-ri="1934" type="text/json">{"id":1934,"name":"Clusters \u0026 Networks","url":"https://www.academia.edu/Documents/in/Clusters_and_Networks?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2337" rel="nofollow" href="https://www.academia.edu/Documents/in/Performance_Studies">Performance Studies</a>, <script data-card-contents-for-ri="2337" type="text/json">{"id":2337,"name":"Performance Studies","url":"https://www.academia.edu/Documents/in/Performance_Studies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4965" rel="nofollow" href="https://www.academia.edu/Documents/in/Performance_Management">Performance Management</a>, <script data-card-contents-for-ri="4965" type="text/json">{"id":4965,"name":"Performance Management","url":"https://www.academia.edu/Documents/in/Performance_Management?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=36227257]'), work: {"id":36227257,"title":"Network Performance Analysis: A Literature Review","created_at":"2018-03-22T04:16:30.478-07:00","url":"https://www.academia.edu/36227257/Network_Performance_Analysis_A_Literature_Review?f_ri=5723","dom_id":"work_36227257","summary":"� Global markets have shown a significant interest in the inter-organisational performance and the evaluation thereof. The vast literature on this topic stresses different concepts, most of which are related to the performance of firms, networks, and alliances, but the literature has not considered the performance of the strategic business unit (SBU) or the inter-organisational business unit. The aim of this paper is to offer a new point of view on this issue, based on the identification of the proper levels of analysis, in accordance with the international literature.","downloadable_attachments":[{"id":56130374,"asset_id":36227257,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1856587,"first_name":"Maria","last_name":"Garbelli","domain_name":"unimib","page_name":"MariaGarbelli","display_name":"Maria Garbelli","profile_url":"https://unimib.academia.edu/MariaGarbelli?f_ri=5723","photo":"https://0.academia-photos.com/1856587/630549/8807527/s65_maria.garbelli.jpg"}],"research_interests":[{"id":1934,"name":"Clusters \u0026 Networks","url":"https://www.academia.edu/Documents/in/Clusters_and_Networks?f_ri=5723","nofollow":true},{"id":2337,"name":"Performance Studies","url":"https://www.academia.edu/Documents/in/Performance_Studies?f_ri=5723","nofollow":true},{"id":4965,"name":"Performance Management","url":"https://www.academia.edu/Documents/in/Performance_Management?f_ri=5723","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723"},{"id":7209,"name":"Performance Measurement","url":"https://www.academia.edu/Documents/in/Performance_Measurement?f_ri=5723"},{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=5723"},{"id":13838,"name":"International Strategic Alliance","url":"https://www.academia.edu/Documents/in/International_Strategic_Alliance?f_ri=5723"},{"id":861979,"name":"Explore the key success factor of international strategic alliances","url":"https://www.academia.edu/Documents/in/Explore_the_key_success_factor_of_international_strategic_alliances?f_ri=5723"},{"id":1338066,"name":"Interfirm cooperation","url":"https://www.academia.edu/Documents/in/Interfirm_cooperation?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44629635" data-work_id="44629635" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44629635/Strategic_Alliance_Research_in_the_Era_of_Digital_Transformation_Perspectives_on_Future_Research">Strategic Alliance Research in the Era of Digital Transformation: Perspectives on Future Research</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The emerging digital transformation in the twenty-first century is rapidly and significantly changing the business landscape. The fast-changing activities, expectations and new modes of collaboration suggest it is time to review the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44629635" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The emerging digital transformation in the twenty-first century is rapidly and significantly changing the business landscape. The fast-changing activities, expectations and new modes of collaboration suggest it is time to review the current theoretical insights from strategic alliance (SA) research, which are based on assumptions from a different era. We therefore aim to stimulate multidisciplinary debate and theoretical reflections to better understand emerging paradoxes and challenges that contemporary firms face in the formation, evolution and dissolution of strategic alliances. Specifically, we offer alternative visions of SA research and suggest fresh applications or supplements of existing theoretical perspectives and research methods that can better address the research questions emerging from an era of digital transformation.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44629635" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="5a09115015a37e2ecc9a8e2833a4efd5" rel="nofollow" data-download="{"attachment_id":65099417,"asset_id":44629635,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65099417/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="43009253" href="https://derby.academia.edu/QileHe">Qile He</a><script data-card-contents-for-user="43009253" type="text/json">{"id":43009253,"first_name":"Qile","last_name":"He","domain_name":"derby","page_name":"QileHe","display_name":"Qile He","profile_url":"https://derby.academia.edu/QileHe?f_ri=5723","photo":"https://0.academia-photos.com/43009253/11536075/18574021/s65_qile.he.jpg"}</script></span></span></li><li class="js-paper-rank-work_44629635 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="44629635"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 44629635, container: ".js-paper-rank-work_44629635", }); 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The fast-changing activities, expectations and new modes of collaboration suggest it is time to review the current theoretical insights from strategic alliance (SA) research, which are based on assumptions from a different era. We therefore aim to stimulate multidisciplinary debate and theoretical reflections to better understand emerging paradoxes and challenges that contemporary firms face in the formation, evolution and dissolution of strategic alliances. Specifically, we offer alternative visions of SA research and suggest fresh applications or supplements of existing theoretical perspectives and research methods that can better address the research questions emerging from an era of digital transformation.","downloadable_attachments":[{"id":65099417,"asset_id":44629635,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":43009253,"first_name":"Qile","last_name":"He","domain_name":"derby","page_name":"QileHe","display_name":"Qile He","profile_url":"https://derby.academia.edu/QileHe?f_ri=5723","photo":"https://0.academia-photos.com/43009253/11536075/18574021/s65_qile.he.jpg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":19870,"name":"Research","url":"https://www.academia.edu/Documents/in/Research?f_ri=5723","nofollow":true},{"id":198797,"name":"Futures 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Strategic Alliance","url":"https://www.academia.edu/Documents/in/International_Strategic_Alliance?f_ri=5723"},{"id":31009,"name":"Value chain analysis","url":"https://www.academia.edu/Documents/in/Value_chain_analysis?f_ri=5723"},{"id":43310,"name":"Porter's 5 forces","url":"https://www.academia.edu/Documents/in/Porters_5_forces?f_ri=5723"},{"id":55550,"name":"Diversification","url":"https://www.academia.edu/Documents/in/Diversification?f_ri=5723"},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5723"},{"id":685826,"name":"Competitveness","url":"https://www.academia.edu/Documents/in/Competitveness?f_ri=5723"},{"id":922619,"name":"PESTEL Analysis","url":"https://www.academia.edu/Documents/in/PESTEL_Analysis?f_ri=5723"},{"id":922620,"name":"Porter’s 5 Forces Analysis","url":"https://www.academia.edu/Documents/in/Porters_5_Forces_Analysis?f_ri=5723"},{"id":981719,"name":"Portfolio Diversification","url":"https://www.academia.edu/Documents/in/Portfolio_Diversification?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_41931861" data-work_id="41931861" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/41931861/A_Resource_Based_Theory_of_Strategic_Alliances">A Resource-Based Theory of Strategic Alliances</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Das and Teng (2000) proposed four essential components of a resource-based theory of strategic alliances: rationale, formation, structural preferences, and performance. They note that transaction cost economics and the resource-based view... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_41931861" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Das and Teng (2000) proposed four essential components of a resource-based theory of strategic alliances: rationale, formation, structural preferences, and performance. They note that transaction cost economics and the resource-based view (RBV) share a concern about the characteristics of a firm's internal elements. Resource characteristics, such as imperfect mobility, imitability, and substitutability, promise value-creation, facilitate alliance formation. New typology is based on the two dimensions of resource similarity and utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. Authors discuss effects of collective strengths and inter-firm conflicts in alliances which contribute to alliance performance, and developed number of propositions to facilitate theoretical empirical testing. The RBV emerged as a new theory of the firm. Alternative approach to understanding industrial organizations is defines as "tangible and intangible assets which are tied semi-permanently to the firm." Das and Teng (2000) purpose more encompassing resource-based theory of strategic alliances, by identify the resource characteristics of individual firms that are the antecedents of alliance formation and discuss structural preferences for alliances. Typology of inter-partner resource alignments develop and explore four components of a resource-based theory: rationale, formation, structure, and performance (Figure 1). Figure 1. Schematic of Exposition Resource-Based Rationale of Alliances Das and Teng (2000) compare transaction cost rationale with resource-based rationale regards question of ownership decision among internalization, market exchanges, and alliances.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/41931861" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4d884b95646da1957716aee84c19cc4f" rel="nofollow" data-download="{"attachment_id":62056101,"asset_id":41931861,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/62056101/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2954907" href="https://lum.academia.edu/DarkoMilosevic">Darko Milosevic</a><script data-card-contents-for-user="2954907" type="text/json">{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}</script></span></span></li><li class="js-paper-rank-work_41931861 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="41931861"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 41931861, container: ".js-paper-rank-work_41931861", }); });</script></li><li class="js-percentile-work_41931861 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 41931861; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_41931861"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_41931861 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="41931861"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 41931861; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=41931861]").text(description); $(".js-view-count-work_41931861").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_41931861").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="41931861"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3821" rel="nofollow" href="https://www.academia.edu/Documents/in/Dynamic_Capabilities">Dynamic Capabilities</a>, <script data-card-contents-for-ri="3821" type="text/json">{"id":3821,"name":"Dynamic Capabilities","url":"https://www.academia.edu/Documents/in/Dynamic_Capabilities?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="3833" rel="nofollow" href="https://www.academia.edu/Documents/in/Transaction_Costs">Transaction Costs</a>, <script data-card-contents-for-ri="3833" type="text/json">{"id":3833,"name":"Transaction Costs","url":"https://www.academia.edu/Documents/in/Transaction_Costs?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="98888" rel="nofollow" href="https://www.academia.edu/Documents/in/Value_Creation">Value Creation</a><script data-card-contents-for-ri="98888" type="text/json">{"id":98888,"name":"Value Creation","url":"https://www.academia.edu/Documents/in/Value_Creation?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=41931861]'), work: {"id":41931861,"title":"A Resource-Based Theory of Strategic Alliances","created_at":"2020-02-10T09:55:05.618-08:00","url":"https://www.academia.edu/41931861/A_Resource_Based_Theory_of_Strategic_Alliances?f_ri=5723","dom_id":"work_41931861","summary":"Das and Teng (2000) proposed four essential components of a resource-based theory of strategic alliances: rationale, formation, structural preferences, and performance. They note that transaction cost economics and the resource-based view (RBV) share a concern about the characteristics of a firm's internal elements. Resource characteristics, such as imperfect mobility, imitability, and substitutability, promise value-creation, facilitate alliance formation. New typology is based on the two dimensions of resource similarity and utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. Authors discuss effects of collective strengths and inter-firm conflicts in alliances which contribute to alliance performance, and developed number of propositions to facilitate theoretical empirical testing. The RBV emerged as a new theory of the firm. Alternative approach to understanding industrial organizations is defines as \"tangible and intangible assets which are tied semi-permanently to the firm.\" Das and Teng (2000) purpose more encompassing resource-based theory of strategic alliances, by identify the resource characteristics of individual firms that are the antecedents of alliance formation and discuss structural preferences for alliances. Typology of inter-partner resource alignments develop and explore four components of a resource-based theory: rationale, formation, structure, and performance (Figure 1). Figure 1. Schematic of Exposition Resource-Based Rationale of Alliances Das and Teng (2000) compare transaction cost rationale with resource-based rationale regards question of ownership decision among internalization, market exchanges, and alliances.","downloadable_attachments":[{"id":62056101,"asset_id":41931861,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2954907,"first_name":"Darko","last_name":"Milosevic","domain_name":"lum","page_name":"DarkoMilosevic","display_name":"Darko Milosevic","profile_url":"https://lum.academia.edu/DarkoMilosevic?f_ri=5723","photo":"https://0.academia-photos.com/2954907/975987/38618852/s65_darko.milosevic.jpg"}],"research_interests":[{"id":3821,"name":"Dynamic Capabilities","url":"https://www.academia.edu/Documents/in/Dynamic_Capabilities?f_ri=5723","nofollow":true},{"id":3833,"name":"Transaction Costs","url":"https://www.academia.edu/Documents/in/Transaction_Costs?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":98888,"name":"Value Creation","url":"https://www.academia.edu/Documents/in/Value_Creation?f_ri=5723","nofollow":true},{"id":102050,"name":"Resource Based View","url":"https://www.academia.edu/Documents/in/Resource_Based_View?f_ri=5723"},{"id":360093,"name":"Utilization","url":"https://www.academia.edu/Documents/in/Utilization?f_ri=5723"},{"id":389109,"name":"SMEs performance","url":"https://www.academia.edu/Documents/in/SMEs_performance?f_ri=5723"},{"id":594515,"name":"Value added","url":"https://www.academia.edu/Documents/in/Value_added?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_28184203" data-work_id="28184203" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/28184203/Completing_the_U_S_Japan_Korea_Alliance_Triangle_Prospects_and_Issues_in_Japan_Korea_Security_Cooperation">Completing the U.S.-Japan-Korea Alliance Triangle: Prospects and Issues in Japan-Korea Security Cooperation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Given the fluid nature of the security environment in the Asia-Pacific, a trilateral security partnership among the United States, Japan, and the Republic of Korea (ROK) is essential to enhance stability in the region. Yet both Japan and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_28184203" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Given the fluid nature of the security environment in the Asia-Pacific, a trilateral security partnership among the United States, Japan, and the Republic of Korea (ROK) is essential to enhance stability in the region. Yet both Japan and the ROK are currently experiencing transitions, as well as facing strategic perception gaps and political difficulties in the bilateral relationship that need to be reconciled. The purpose of this paper is to examine the prospects and issues in establishing a Japan-ROK security partnership to the U.S. alliance triangle. The paper promotes a capability-based cooperation framework for the United States, Japan, and the ROK, focusing on the strategic and operational dimensions that would effectively deal with the security risks in the Asia-Pacific region and beyond. The paper will first outline the developments in Japan-ROK security relations, and then look at the constraints and restraints in the bilateral relations. Next, the paper will assess the political framework needed to facilitate cooperative ties between Japan and the ROK. Then the paper will propose the criteria and viable options to shape the strategic and operational framework for a Japan-ROK partnership. The paper will conclude by arguing that a Japan-ROK partnership is essential in completing the alliance triangle with the United States to serve as the lynchpin of security in the Asia-Pacific.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/28184203" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e256ccea2b7465f87bce32fa856ac1e4" rel="nofollow" data-download="{"attachment_id":48495028,"asset_id":28184203,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/48495028/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="43957374" href="https://u-tokyo.academia.edu/RyoHinataYamaguchi">Ryo Hinata-Yamaguchi</a><script data-card-contents-for-user="43957374" type="text/json">{"id":43957374,"first_name":"Ryo","last_name":"Hinata-Yamaguchi","domain_name":"u-tokyo","page_name":"RyoHinataYamaguchi","display_name":"Ryo Hinata-Yamaguchi","profile_url":"https://u-tokyo.academia.edu/RyoHinataYamaguchi?f_ri=5723","photo":"https://0.academia-photos.com/43957374/11723145/13069344/s65_ryo.hinata-yamaguchi.jpg"}</script></span></span></li><li class="js-paper-rank-work_28184203 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="28184203"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 28184203, container: ".js-paper-rank-work_28184203", }); 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$(".js-view-count[data-work-id=28184203]").text(description); $(".js-view-count-work_28184203").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_28184203").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="28184203"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="4370" rel="nofollow" href="https://www.academia.edu/Documents/in/Security">Security</a>, <script data-card-contents-for-ri="4370" type="text/json">{"id":4370,"name":"Security","url":"https://www.academia.edu/Documents/in/Security?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="17158" rel="nofollow" href="https://www.academia.edu/Documents/in/Japan">Japan</a>, <script data-card-contents-for-ri="17158" type="text/json">{"id":17158,"name":"Japan","url":"https://www.academia.edu/Documents/in/Japan?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="65485" rel="nofollow" href="https://www.academia.edu/Documents/in/Korea">Korea</a><script data-card-contents-for-ri="65485" type="text/json">{"id":65485,"name":"Korea","url":"https://www.academia.edu/Documents/in/Korea?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=28184203]'), work: {"id":28184203,"title":"Completing the U.S.-Japan-Korea Alliance Triangle: Prospects and Issues in Japan-Korea Security Cooperation","created_at":"2016-09-01T13:39:46.141-07:00","url":"https://www.academia.edu/28184203/Completing_the_U_S_Japan_Korea_Alliance_Triangle_Prospects_and_Issues_in_Japan_Korea_Security_Cooperation?f_ri=5723","dom_id":"work_28184203","summary":"Given the fluid nature of the security environment in the Asia-Pacific, a trilateral security partnership among the United States, Japan, and the Republic of Korea (ROK) is essential to enhance stability in the region. Yet both Japan and the ROK are currently experiencing transitions, as well as facing strategic perception gaps and political difficulties in the bilateral relationship that need to be reconciled. The purpose of this paper is to examine the prospects and issues in establishing a Japan-ROK security partnership to the U.S. alliance triangle. The paper promotes a capability-based cooperation framework for the United States, Japan, and the ROK, focusing on the strategic and operational dimensions that would effectively deal with the security risks in the Asia-Pacific region and beyond. The paper will first outline the developments in Japan-ROK security relations, and then look at the constraints and restraints in the bilateral relations. Next, the paper will assess the political framework needed to facilitate cooperative ties between Japan and the ROK. Then the paper will propose the criteria and viable options to shape the strategic and operational framework for a Japan-ROK partnership. The paper will conclude by arguing that a Japan-ROK partnership is essential in completing the alliance triangle with the United States to serve as the lynchpin of security in the Asia-Pacific.","downloadable_attachments":[{"id":48495028,"asset_id":28184203,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":43957374,"first_name":"Ryo","last_name":"Hinata-Yamaguchi","domain_name":"u-tokyo","page_name":"RyoHinataYamaguchi","display_name":"Ryo Hinata-Yamaguchi","profile_url":"https://u-tokyo.academia.edu/RyoHinataYamaguchi?f_ri=5723","photo":"https://0.academia-photos.com/43957374/11723145/13069344/s65_ryo.hinata-yamaguchi.jpg"}],"research_interests":[{"id":4370,"name":"Security","url":"https://www.academia.edu/Documents/in/Security?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":17158,"name":"Japan","url":"https://www.academia.edu/Documents/in/Japan?f_ri=5723","nofollow":true},{"id":65485,"name":"Korea","url":"https://www.academia.edu/Documents/in/Korea?f_ri=5723","nofollow":true},{"id":98134,"name":"United States","url":"https://www.academia.edu/Documents/in/United_States?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15052946" data-work_id="15052946" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/15052946/Strategic_Management_Etihad_Airways_Final_Assignment_">Strategic Management_Etihad Airways (Final Assignment)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This was the final assignment for Etihad airways. The topics covered were: STRATEGIC ACQUISITION AND RESTRUCTURING; Mergers and Acquisitions; RESTRUCTURING; Air Berlin; Air Seychelles; Air Serbia; Global Strategy; Sources of Competitive... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15052946" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This was the final assignment for Etihad airways. The topics covered were: <br />STRATEGIC ACQUISITION AND RESTRUCTURING; Mergers and Acquisitions; RESTRUCTURING; Air Berlin; Air Seychelles; Air Serbia; Global Strategy; Sources of Competitive Advantage from a Global Strategy; Domestic versus Global market; Domestic market; Global market; International strategy; Transnational Strategy; International entry mode; -  Licensing; Strategic Alliances; Acquisition; Strategic alliances of Etihad; 1) Joint ventures 2) Equity strategic alliances 3) Non-equity strategic alliance; International cooperative strategy; Network cooperative strategies;</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15052946" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ab173e1305199c9b3551ad0ee573fd93" rel="nofollow" data-download="{"attachment_id":38523464,"asset_id":15052946,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38523464/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="12913732" href="https://mahidol.academia.edu/ShubhamPal">Shubham Pal</a><script data-card-contents-for-user="12913732" type="text/json">{"id":12913732,"first_name":"Shubham","last_name":"Pal","domain_name":"mahidol","page_name":"ShubhamPal","display_name":"Shubham Pal","profile_url":"https://mahidol.academia.edu/ShubhamPal?f_ri=5723","photo":"https://0.academia-photos.com/12913732/5790254/16249438/s65_shubham.pal.jpg"}</script></span></span></li><li class="js-paper-rank-work_15052946 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15052946"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15052946, container: ".js-paper-rank-work_15052946", }); 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$(".js-view-count[data-work-id=15052946]").text(description); $(".js-view-count-work_15052946").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15052946").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15052946"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">19</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="2252" rel="nofollow" href="https://www.academia.edu/Documents/in/Mergers_and_Acquisitions">Mergers & Acquisitions</a>, <script data-card-contents-for-ri="2252" type="text/json">{"id":2252,"name":"Mergers \u0026 Acquisitions","url":"https://www.academia.edu/Documents/in/Mergers_and_Acquisitions?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="3873" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Studies">Strategic Studies</a>, <script data-card-contents-for-ri="3873" type="text/json">{"id":3873,"name":"Strategic Studies","url":"https://www.academia.edu/Documents/in/Strategic_Studies?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a><script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15052946]'), work: {"id":15052946,"title":"Strategic Management_Etihad Airways (Final Assignment)","created_at":"2015-08-20T03:34:57.795-07:00","url":"https://www.academia.edu/15052946/Strategic_Management_Etihad_Airways_Final_Assignment_?f_ri=5723","dom_id":"work_15052946","summary":"This was the final assignment for Etihad airways. The topics covered were: \nSTRATEGIC ACQUISITION AND RESTRUCTURING; Mergers and Acquisitions; RESTRUCTURING; Air Berlin; Air Seychelles; Air Serbia; Global Strategy; Sources of Competitive Advantage from a Global Strategy; Domestic versus Global market; Domestic market; Global market; International strategy; Transnational Strategy; International entry mode; - Licensing; Strategic Alliances; Acquisition; Strategic alliances of Etihad; 1) Joint ventures 2) Equity strategic alliances 3) Non-equity strategic alliance; International cooperative strategy; Network cooperative strategies; ","downloadable_attachments":[{"id":38523464,"asset_id":15052946,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":12913732,"first_name":"Shubham","last_name":"Pal","domain_name":"mahidol","page_name":"ShubhamPal","display_name":"Shubham Pal","profile_url":"https://mahidol.academia.edu/ShubhamPal?f_ri=5723","photo":"https://0.academia-photos.com/12913732/5790254/16249438/s65_shubham.pal.jpg"}],"research_interests":[{"id":2252,"name":"Mergers \u0026 Acquisitions","url":"https://www.academia.edu/Documents/in/Mergers_and_Acquisitions?f_ri=5723","nofollow":true},{"id":3873,"name":"Strategic Studies","url":"https://www.academia.edu/Documents/in/Strategic_Studies?f_ri=5723","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":12054,"name":"International Cooperation","url":"https://www.academia.edu/Documents/in/International_Cooperation?f_ri=5723"},{"id":14682,"name":"Mergers and Acquisitions","url":"https://www.academia.edu/Documents/in/Mergers_and_Acquisitions-2?f_ri=5723"},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5723"},{"id":27488,"name":"Mergers and acquisitions (Business)","url":"https://www.academia.edu/Documents/in/Mergers_and_acquisitions_Business_?f_ri=5723"},{"id":39773,"name":"Global Strategies","url":"https://www.academia.edu/Documents/in/Global_Strategies?f_ri=5723"},{"id":43318,"name":"Competitive advantage","url":"https://www.academia.edu/Documents/in/Competitive_advantage?f_ri=5723"},{"id":47271,"name":"Management in Airlines","url":"https://www.academia.edu/Documents/in/Management_in_Airlines?f_ri=5723"},{"id":81775,"name":"Global Supply Chain Management strategy","url":"https://www.academia.edu/Documents/in/Global_Supply_Chain_Management_strategy?f_ri=5723"},{"id":88149,"name":"Joint Ventures","url":"https://www.academia.edu/Documents/in/Joint_Ventures?f_ri=5723"},{"id":139493,"name":"International Market Entry Strategy","url":"https://www.academia.edu/Documents/in/International_Market_Entry_Strategy?f_ri=5723"},{"id":165328,"name":"International Strategy","url":"https://www.academia.edu/Documents/in/International_Strategy?f_ri=5723"},{"id":213350,"name":"Restructuring","url":"https://www.academia.edu/Documents/in/Restructuring?f_ri=5723"},{"id":532381,"name":"Licensing","url":"https://www.academia.edu/Documents/in/Licensing?f_ri=5723"},{"id":852637,"name":"Cooperative Strategy","url":"https://www.academia.edu/Documents/in/Cooperative_Strategy?f_ri=5723"},{"id":987745,"name":"International Modes of Entry","url":"https://www.academia.edu/Documents/in/International_Modes_of_Entry?f_ri=5723"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9686631" data-work_id="9686631" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9686631/INTERNATIONAL_STRATEGIC_ALLIANCES_IN_CONSTRUCTION_PERFORMANCES_OF_TURKISH_CONTRACTING_FIRMS">INTERNATIONAL STRATEGIC ALLIANCES IN CONSTRUCTION: PERFORMANCES OF TURKISH CONTRACTING FIRMS</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Firms need various resources and capabilities in order to compete with each other effectively. These resources and capabilities can be acquired, developed internally, or obtained via an ongoing cooperative relationship with another firm... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9686631" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Firms need various resources and capabilities in order to compete with each other effectively. These resources and capabilities can be acquired, developed internally, or obtained via an ongoing cooperative relationship with another firm through the use of a strategic alliance. The use of strategic alliances in construction industry has increased sharply over the last decade and they are particularly effective in helping a firm maintain a superior competitive position in dynamic environments. Alliances reportedly improve the competitiveness of the construction firms by providing access to external resources, by providing synergies and by fostering rapid learning and change. The purpose of this research is to identify the success factors and key components of the development process of strategic alliances, and propose a process model of strategic alliances performances based on alliance conditions in international construction industry. The research involves a questionnaire survey conducted to the Turkish contracting firms operating internationally. Different types of projects constructed by Turkish contractors in Commonwealth of Independent States, Middle East Countries, African Countries, and other regions of the world between 2002 and 2009, were analyzed and used in the developments made in this study. The results indicate that shared risk, trust between parties, and equity are found to be the most important determinants of strategic alliance success. The research findings support the contracting firms enhancing their productive capacities and acquiring competitive advantages that enable them to increase alliance performances. The study also commences on how the identified factors enhance the effectiveness of the participating firms’ competitive strategies by providing for mutual resource exchanges (technologies, skills, or products).</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9686631" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d5df27e3cbe0f318646dfe269eb7684c" rel="nofollow" data-download="{"attachment_id":35879482,"asset_id":9686631,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35879482/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3333364" href="https://hj.academia.edu/IbrahimYitmen">Ibrahim Yitmen</a><script data-card-contents-for-user="3333364" type="text/json">{"id":3333364,"first_name":"Ibrahim","last_name":"Yitmen","domain_name":"hj","page_name":"IbrahimYitmen","display_name":"Ibrahim Yitmen","profile_url":"https://hj.academia.edu/IbrahimYitmen?f_ri=5723","photo":"https://0.academia-photos.com/3333364/1116278/32207415/s65_ibrahim.yitmen.jpg"}</script></span></span></li><li class="js-paper-rank-work_9686631 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9686631"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9686631, container: ".js-paper-rank-work_9686631", }); 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$(".js-view-count[data-work-id=9686631]").text(description); $(".js-view-count-work_9686631").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9686631").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9686631"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a><script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9686631]'), work: {"id":9686631,"title":"INTERNATIONAL STRATEGIC ALLIANCES IN CONSTRUCTION: PERFORMANCES OF TURKISH CONTRACTING FIRMS","created_at":"2014-12-09T00:06:30.198-08:00","url":"https://www.academia.edu/9686631/INTERNATIONAL_STRATEGIC_ALLIANCES_IN_CONSTRUCTION_PERFORMANCES_OF_TURKISH_CONTRACTING_FIRMS?f_ri=5723","dom_id":"work_9686631","summary":"Firms need various resources and capabilities in order to compete with each other effectively. These resources and capabilities can be acquired, developed internally, or obtained via an ongoing cooperative relationship with another firm through the use of a strategic alliance. The use of strategic alliances in construction industry has increased sharply over the last decade and they are particularly effective in helping a firm maintain a superior competitive position in dynamic environments. Alliances reportedly improve the competitiveness of the construction firms by providing access to external resources, by providing synergies and by fostering rapid learning and change. The purpose of this research is to identify the success factors and key components of the development process of strategic alliances, and propose a process model of strategic alliances performances based on alliance conditions in international construction industry. The research involves a questionnaire survey conducted to the Turkish contracting firms operating internationally. Different types of projects constructed by Turkish contractors in Commonwealth of Independent States, Middle East Countries, African Countries, and other regions of the world between 2002 and 2009, were analyzed and used in the developments made in this study. The results indicate that shared risk, trust between parties, and equity are found to be the most important determinants of strategic alliance success. The research findings support the contracting firms enhancing their productive capacities and acquiring competitive advantages that enable them to increase alliance performances. The study also commences on how the identified factors enhance the effectiveness of the participating firms’ competitive strategies by providing for mutual resource exchanges (technologies, skills, or products).","downloadable_attachments":[{"id":35879482,"asset_id":9686631,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3333364,"first_name":"Ibrahim","last_name":"Yitmen","domain_name":"hj","page_name":"IbrahimYitmen","display_name":"Ibrahim Yitmen","profile_url":"https://hj.academia.edu/IbrahimYitmen?f_ri=5723","photo":"https://0.academia-photos.com/3333364/1116278/32207415/s65_ibrahim.yitmen.jpg"}],"research_interests":[{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9829097" data-work_id="9829097" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9829097/%CE%98%CE%B5%CF%89%CF%81%CE%AF%CE%B1_%CE%A3%CF%85%CE%BC%CE%BC%CE%B1%CF%87%CE%B9%CF%8E%CE%BD_H_%CE%A0%CE%BF%CE%BB%CE%B9%CF%84%CE%B9%CE%BA%CE%AE_%CE%A3%CF%85%CE%BC%CE%BC%CE%B1%CF%87%CE%B9%CF%8E%CE%BD_%CF%84%CE%B7%CF%82_%CE%95%CE%BB%CE%BB%CE%AC%CE%B4%CE%B1%CF%82_%CE%BA%CE%B1%CF%84%CE%AC_%CF%84%CE%B7_%CE%B4%CE%B9%CE%AC%CF%81%CE%BA%CE%B5%CE%B9%CE%B1_%CF%84%CE%BF%CF%85_%CE%A8%CF%85%CF%87%CF%81%CE%BF%CF%8D_%CE%A0%CE%BF%CE%BB%CE%AD%CE%BC%CE%BF%CF%85_%CF%85%CF%80%CF%8C_%CF%84%CE%BF_%CF%80%CF%81%CE%AF%CF%83%CE%BC%CE%B1_%CF%84%CE%BF%CF%85_%CE%9D%CE%B5%CE%BF%CF%81%CE%B5%CE%B1%CE%BB%CE%B9%CF%83%CE%BC%CE%BF%CF%8D">Θεωρία Συμμαχιών: H Πολιτική Συμμαχιών της Ελλάδας κατά τη διάρκεια του Ψυχρού Πολέμου υπό το πρίσμα του Νεορεαλισμού</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Θα ήθελα να εκφράσω τις θερµές µου ευχαριστίες στον Καθηγητή Αθανάσιο Πλατιά για την τιµή που µου έχει κάνει να είναι ο επιβλέπων καθηγητής της παρούσας εργασίας και για την έµπνευση και την επίβλεψη αυτής της µελέτης. Επίσης θα ήθελα να... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9829097" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Θα ήθελα να εκφράσω τις θερµές µου ευχαριστίες στον Καθηγητή Αθανάσιο Πλατιά για την τιµή που µου έχει κάνει να είναι ο επιβλέπων καθηγητής της παρούσας εργασίας και για την έµπνευση και την επίβλεψη αυτής της µελέτης. Επίσης θα ήθελα να ευχαριστήσω τον ∆ρ. Ιωάννη Κωνσταντόπουλο για τις κριτικές παρατηρήσεις, τα σχόλια και τις συµβουλές του στο αρχικό στάδιο της εργασίας. Ακόµη θα ήθελα να ευχαριστήσω τον Επίκουρο Καθηγητή Κωνσταντίνο Κολιόπουλο για την εκούσια παροχή εκπαιδευτικού επιστηµονικού υλικού καθώς και όλους τους Καθηγητές του τµήµατος ∆ιεθνών και Ευρωπαϊκών Σπουδών για τις γνώσεις που αποκόµισα κατά τη διάρκεια του Μεταπτυχιακού Προγράµµατος.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9829097" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="afe72794f6ffdfe41c8f896281b8f092" rel="nofollow" data-download="{"attachment_id":35996585,"asset_id":9829097,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35996585/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3910234" href="https://piraeus.academia.edu/NicolettaKouroushi">Nicoletta Kouroushi</a><script data-card-contents-for-user="3910234" type="text/json">{"id":3910234,"first_name":"Nicoletta","last_name":"Kouroushi","domain_name":"piraeus","page_name":"NicolettaKouroushi","display_name":"Nicoletta Kouroushi","profile_url":"https://piraeus.academia.edu/NicolettaKouroushi?f_ri=5723","photo":"https://0.academia-photos.com/3910234/1453011/12827396/s65_nicoletta.kouroushi.jpg"}</script></span></span></li><li class="js-paper-rank-work_9829097 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9829097"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9829097, container: ".js-paper-rank-work_9829097", }); });</script></li><li class="js-percentile-work_9829097 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9829097; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9829097"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9829097 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9829097"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9829097; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9829097]").text(description); $(".js-view-count-work_9829097").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9829097").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9829097"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="797" rel="nofollow" href="https://www.academia.edu/Documents/in/International_Relations">International Relations</a>, <script data-card-contents-for-ri="797" type="text/json">{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="48044" rel="nofollow" href="https://www.academia.edu/Documents/in/Greece">Greece</a><script data-card-contents-for-ri="48044" type="text/json">{"id":48044,"name":"Greece","url":"https://www.academia.edu/Documents/in/Greece?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9829097]'), work: {"id":9829097,"title":"Θεωρία Συμμαχιών: H Πολιτική Συμμαχιών της Ελλάδας κατά τη διάρκεια του Ψυχρού Πολέμου υπό το πρίσμα του Νεορεαλισμού","created_at":"2014-12-18T12:09:17.979-08:00","url":"https://www.academia.edu/9829097/%CE%98%CE%B5%CF%89%CF%81%CE%AF%CE%B1_%CE%A3%CF%85%CE%BC%CE%BC%CE%B1%CF%87%CE%B9%CF%8E%CE%BD_H_%CE%A0%CE%BF%CE%BB%CE%B9%CF%84%CE%B9%CE%BA%CE%AE_%CE%A3%CF%85%CE%BC%CE%BC%CE%B1%CF%87%CE%B9%CF%8E%CE%BD_%CF%84%CE%B7%CF%82_%CE%95%CE%BB%CE%BB%CE%AC%CE%B4%CE%B1%CF%82_%CE%BA%CE%B1%CF%84%CE%AC_%CF%84%CE%B7_%CE%B4%CE%B9%CE%AC%CF%81%CE%BA%CE%B5%CE%B9%CE%B1_%CF%84%CE%BF%CF%85_%CE%A8%CF%85%CF%87%CF%81%CE%BF%CF%8D_%CE%A0%CE%BF%CE%BB%CE%AD%CE%BC%CE%BF%CF%85_%CF%85%CF%80%CF%8C_%CF%84%CE%BF_%CF%80%CF%81%CE%AF%CF%83%CE%BC%CE%B1_%CF%84%CE%BF%CF%85_%CE%9D%CE%B5%CE%BF%CF%81%CE%B5%CE%B1%CE%BB%CE%B9%CF%83%CE%BC%CE%BF%CF%8D?f_ri=5723","dom_id":"work_9829097","summary":"Θα ήθελα να εκφράσω τις θερµές µου ευχαριστίες στον Καθηγητή Αθανάσιο Πλατιά για την τιµή που µου έχει κάνει να είναι ο επιβλέπων καθηγητής της παρούσας εργασίας και για την έµπνευση και την επίβλεψη αυτής της µελέτης. Επίσης θα ήθελα να ευχαριστήσω τον ∆ρ. Ιωάννη Κωνσταντόπουλο για τις κριτικές παρατηρήσεις, τα σχόλια και τις συµβουλές του στο αρχικό στάδιο της εργασίας. Ακόµη θα ήθελα να ευχαριστήσω τον Επίκουρο Καθηγητή Κωνσταντίνο Κολιόπουλο για την εκούσια παροχή εκπαιδευτικού επιστηµονικού υλικού καθώς και όλους τους Καθηγητές του τµήµατος ∆ιεθνών και Ευρωπαϊκών Σπουδών για τις γνώσεις που αποκόµισα κατά τη διάρκεια του Μεταπτυχιακού Προγράµµατος.","downloadable_attachments":[{"id":35996585,"asset_id":9829097,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3910234,"first_name":"Nicoletta","last_name":"Kouroushi","domain_name":"piraeus","page_name":"NicolettaKouroushi","display_name":"Nicoletta Kouroushi","profile_url":"https://piraeus.academia.edu/NicolettaKouroushi?f_ri=5723","photo":"https://0.academia-photos.com/3910234/1453011/12827396/s65_nicoletta.kouroushi.jpg"}],"research_interests":[{"id":797,"name":"International Relations","url":"https://www.academia.edu/Documents/in/International_Relations?f_ri=5723","nofollow":true},{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true},{"id":48044,"name":"Greece","url":"https://www.academia.edu/Documents/in/Greece?f_ri=5723","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35557789" data-work_id="35557789" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35557789/Strategic_alliance_complexities_and_alliance_behavior_of_small_and_medium_enterprises_in_Lagos_State_EDITED_docx">Strategic alliance complexities and alliance behavior of small and medium enterprises in Lagos State EDITED.docx</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This paper explored issues of strategic alliance complexities and related alliance behavior of SMEs when entering into alliances among themselves. The study attempted to address a specific gap in research in terms of alliance complexities... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_35557789" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This paper explored issues of strategic alliance complexities and related alliance behavior of SMEs when entering into alliances among themselves. The study attempted to address a specific gap in research in terms of alliance complexities and alliance behavior of SMEs before alliance formation. Conceptual and theoretical framework was developed on critical issues of alliance complexities ranging through partners' trust, risk, cost, benefit and alliance objective as determinants for appropriate alliance behavior towards formation. Empirical study was conducted using survey method to examine the alliance behaviour of 612 samples of SMEs executives in Ikeja business district vis-à-vis associated complex issues of alliance partners' assessment in terms of trust, risk, cost, benefit and objective prior to alliance engagement in Nigeria. The collected data were analyzed using multiple regression analysis. Results showed high level of correlation between alliance complexities and alliance behavior, which implies that in order to increase better alliance engagement and rate of SMEs alliance formation detail attention is critical on assessing issues of alliance complexities, specifically in developing economies such as Nigeria.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35557789" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ab665936a59661c4bc8e8793fe89ce25" rel="nofollow" data-download="{"attachment_id":55423546,"asset_id":35557789,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55423546/download_file?st=MTc0MDE1OTIzNCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6945760" href="https://mapolyng.academia.edu/AbiodunAlao">DR. ABIODUN E N I O L A ALAO</a><script data-card-contents-for-user="6945760" type="text/json">{"id":6945760,"first_name":"DR. ABIODUN","last_name":"ALAO","domain_name":"mapolyng","page_name":"AbiodunAlao","display_name":"DR. ABIODUN E N I O L A ALAO","profile_url":"https://mapolyng.academia.edu/AbiodunAlao?f_ri=5723","photo":"https://0.academia-photos.com/6945760/18710217/18667285/s65_abiodun.alao.jpg"}</script></span></span></li><li class="js-paper-rank-work_35557789 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35557789"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35557789, container: ".js-paper-rank-work_35557789", }); });</script></li><li class="js-percentile-work_35557789 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 35557789; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_35557789"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_35557789 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="35557789"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 35557789; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=35557789]").text(description); $(".js-view-count-work_35557789").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35557789").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35557789"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5723" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Alliances">Strategic Alliances</a>, <script data-card-contents-for-ri="5723" type="text/json">{"id":5723,"name":"Strategic Alliances","url":"https://www.academia.edu/Documents/in/Strategic_Alliances?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="23311" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing_Strategy">Marketing Strategy</a>, <script data-card-contents-for-ri="23311" type="text/json">{"id":23311,"name":"Marketing Strategy","url":"https://www.academia.edu/Documents/in/Marketing_Strategy?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="31307" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing_Management">Marketing Management</a>, <script data-card-contents-for-ri="31307" type="text/json">{"id":31307,"name":"Marketing Management","url":"https://www.academia.edu/Documents/in/Marketing_Management?f_ri=5723","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="31308" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Marketing">Strategic Marketing</a><script data-card-contents-for-ri="31308" type="text/json">{"id":31308,"name":"Strategic Marketing","url":"https://www.academia.edu/Documents/in/Strategic_Marketing?f_ri=5723","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35557789]'), work: {"id":35557789,"title":"Strategic alliance complexities and alliance behavior of small and medium enterprises in Lagos State EDITED.docx","created_at":"2018-01-02T05:36:39.772-08:00","url":"https://www.academia.edu/35557789/Strategic_alliance_complexities_and_alliance_behavior_of_small_and_medium_enterprises_in_Lagos_State_EDITED_docx?f_ri=5723","dom_id":"work_35557789","summary":"This paper explored issues of strategic alliance complexities and related alliance behavior of SMEs when entering into alliances among themselves. The study attempted to address a specific gap in research in terms of alliance complexities and alliance behavior of SMEs before alliance formation. Conceptual and theoretical framework was developed on critical issues of alliance complexities ranging through partners' trust, risk, cost, benefit and alliance objective as determinants for appropriate alliance behavior towards formation. Empirical study was conducted using survey method to examine the alliance behaviour of 612 samples of SMEs executives in Ikeja business district vis-à-vis associated complex issues of alliance partners' assessment in terms of trust, risk, cost, benefit and objective prior to alliance engagement in Nigeria. The collected data were analyzed using multiple regression analysis. 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