Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance
This paper aims to unbundle the antecedents of competence-based synergy in the strategic alliance formation process by employing the ARCTIC framework. The current research provides a new empirical application of the ARCTIC framework to reveal the success factors of reciprocal synergies of the Renaul...
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ftmdpi:oai:mdpi.com:/1911-8074/14/8/385/ 2023-08-20T04:03:44+02:00 Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance Andrejs Čirjevskis 2021-08-19 application/pdf https://doi.org/10.3390/jrfm14080385 EN eng Multidisciplinary Digital Publishing Institute Business and Entrepreneurship https://dx.doi.org/10.3390/jrfm14080385 https://creativecommons.org/licenses/by/4.0/ Journal of Risk and Financial Management; Volume 14; Issue 8; Pages: 385 strategic alliance core competence the ARCTIC framework synergy real options Text 2021 ftmdpi https://doi.org/10.3390/jrfm14080385 2023-08-01T02:28:19Z This paper aims to unbundle the antecedents of competence-based synergy in the strategic alliance formation process by employing the ARCTIC framework. The current research provides a new empirical application of the ARCTIC framework to reveal the success factors of reciprocal synergies of the Renault–Nissan–Mitsubishi strategic alliance in the automotive industry. By taking a resource-based view on the sources of competitive advantage, the current paper contributes to theoretical and practical issues of global strategic alliances as part of the existing literature on strategic management, international business, and corporate finance. By bridging qualitative and quantitative research methods, the paper provides validity to the ARCTIC framework with an application of the real option valuation. A conceptual model of research helps practitioners and scholars to explore critical success factors of alliance formation and to predict a competence-based synergy of strategic alliances. Future research may explore the institutional context of strategic alliances, specifically, exploring the impact of the French and Japanese governments on the Renault–Nissan–Mitsubishi alliance’s synergies. Text Arctic MDPI Open Access Publishing Arctic Journal of Risk and Financial Management 14 8 385 |
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MDPI Open Access Publishing |
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language |
English |
topic |
strategic alliance core competence the ARCTIC framework synergy real options |
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strategic alliance core competence the ARCTIC framework synergy real options Andrejs Čirjevskis Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance |
topic_facet |
strategic alliance core competence the ARCTIC framework synergy real options |
description |
This paper aims to unbundle the antecedents of competence-based synergy in the strategic alliance formation process by employing the ARCTIC framework. The current research provides a new empirical application of the ARCTIC framework to reveal the success factors of reciprocal synergies of the Renault–Nissan–Mitsubishi strategic alliance in the automotive industry. By taking a resource-based view on the sources of competitive advantage, the current paper contributes to theoretical and practical issues of global strategic alliances as part of the existing literature on strategic management, international business, and corporate finance. By bridging qualitative and quantitative research methods, the paper provides validity to the ARCTIC framework with an application of the real option valuation. A conceptual model of research helps practitioners and scholars to explore critical success factors of alliance formation and to predict a competence-based synergy of strategic alliances. Future research may explore the institutional context of strategic alliances, specifically, exploring the impact of the French and Japanese governments on the Renault–Nissan–Mitsubishi alliance’s synergies. |
format |
Text |
author |
Andrejs Čirjevskis |
author_facet |
Andrejs Čirjevskis |
author_sort |
Andrejs Čirjevskis |
title |
Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance |
title_short |
Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance |
title_full |
Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance |
title_fullStr |
Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance |
title_full_unstemmed |
Exploring Critical Success Factors of Competence-Based Synergy in Strategic Alliances: The Renault–Nissan–Mitsubishi Strategic Alliance |
title_sort |
exploring critical success factors of competence-based synergy in strategic alliances: the renault–nissan–mitsubishi strategic alliance |
publisher |
Multidisciplinary Digital Publishing Institute |
publishDate |
2021 |
url |
https://doi.org/10.3390/jrfm14080385 |
geographic |
Arctic |
geographic_facet |
Arctic |
genre |
Arctic |
genre_facet |
Arctic |
op_source |
Journal of Risk and Financial Management; Volume 14; Issue 8; Pages: 385 |
op_relation |
Business and Entrepreneurship https://dx.doi.org/10.3390/jrfm14080385 |
op_rights |
https://creativecommons.org/licenses/by/4.0/ |
op_doi |
https://doi.org/10.3390/jrfm14080385 |
container_title |
Journal of Risk and Financial Management |
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14 |
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8 |
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385 |
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1774714166652698624 |