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Subject: search.filters.subject.Strategic alliances (Business)

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    Collaborating to develop : a perspective on current Chinese social partnership development : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Marketing at Massey University, Albany, New Zealand
    (Massey University, 2016) Dong, Hua
    In recent years there has been a significant increase in the number of social partnership practices among businesses that are designed to carry out corporate social responsibility. As one of the fastest growing economic regions, domestic Chinese business practitioners have begun to adapt their approach, in order to handle increased concerns about their business conduct from relevant stakeholders. Under the influence of a globalised trading environment, Chinese practitioners have started to experiment with different approaches to deliver highly regarded corporate social responsibility and consequently social partnerships have begun to gain popularity among local firms due to their mutually beneficial features. This research studies the increasingly popular social partnership (SP) between businesses (focal firms) and non-profit organisations (NPO) in a Chinese context. The study examines the selected social partnerships from mainland China and analyses them under the lenses of corporate social responsibility (CSR) theories in conjunction with cross-sector partnership research. The objective of this study was to explore and identify the performance attributes that impact social partnership conduct in the Chinese business practice context, and therefore, progress CSR theory development in Chinese context. It is essential to have an extensive understanding of the extent of collaboration in general in order to conduct effective social partnerships, and based on the findings from six selected focal firms and their associated SPs, the following points have been deduced. Specifically, both the focal firm and NPO need to share similar values prior to the formation of the partnership. Then, organisations need to have fair expectations about the achievements throughout the conduct, which could be improved by setting up realistic partnership objectives in a mutually agreed fashion. For the focal firm, strategic integration of SP facilitates improvements with interactions with the NPO partner, but would also enhance the productivity of the SP accordingly, due to a greater level of engagement during the value creation process. The three themes which emerge from this study provide the framework for further studies. These themes focus on the satisfaction of partnership, co-creation of value, and sustainability of partnership.
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    The effects of joining a strategic alliance group on airline efficiency, productivity and profitability : a thesis presented in partial fulfilment of the requirements for the degree of Doctorate of Philosophy in Aviation at Massey University, Palmerston North, New Zealand
    (Massey University, 2013) Lin, Bo
    A global airline strategic alliance group is a larger cooperation formed by several airlines in order to obtain strategic advantages in their business operations. Nowadays, airline strategic alliance groups have become an important sector of the airline industry and also tend to have dominance in airline business. Airlines want join a strategic alliance group in order expand their business and reduce their costs – and expect to. However, the true benefits of the effects of a strategic alliance group still remain unclear. Little research has been done on how airline alliance strategic groups affect changes in airline performance. This study adopts three different empirical quantitative analyses to reveal the effects of a strategic alliance group on airline performance. The performance indicators included airline technical efficiency, productivity and profitability. The research focuses on 20 international airlines during the 1995–2005 periods from two major categories: allied airlines, which included three global airline strategic alliance groups, and non-allied airlines. The research used data envelopment analysis and stochastic frontier analysis to assess the airlines? technical efficiency, while panel regression analysis for airline productivity and profitability. The results suggest that joining an airline strategic alliance group generally will have positive effects on its member airlines? technical efficiency, productivity and profitability. However, the results are not statistically significant. This implies that the effects of an airline alliance group are practically unimportant to the airline performance, particularly during the study period. Thus this research reveals that airlines joining the alliance group may not necessarily achieve significant improvements in their performance. During the pre-maturity stage of the alliance group, joining an alliance does not necessary bring positive effects to the airlines? performance. Secondly, the research suggests that alliance group membership numbers do not always have a positive impact on the airline performance, so alliance groups should consider their size. For newly entering airlines, choosing a relatively smaller alliance group can reduce the entry cost. Moreover, the research also shows that there is a minimum membership duration before an airline can receive alliance group membership benefits. It implies that airlines who seek to join the alliance group as a quick solution will not have their expectations met. Further, the research has confirmed the strong year effect existing in the airline industry, which further suggested that alliance group effects are limited and should not be considered as a universal solution.