Abstract The COVID-19 crisis has revealed the vulnerability of people, societies and economies forced a rethinking economic social activities an organization. requires strong responses based on solidarity, cooperation responsibility. Socio-economic organizations (associations, cooperatives, alliances, enterprises) whose business models are these principles can help reshape after crisis.

Companies across all sectors with increasingly smaller size rely on alliance relationships to bolster revenues during times of economic uncertainty. When forming alliances, large firms typically hire vendors such as investment banks to help identify potential alliance partners. However, small businesses with intention to build alliance find difficulties to search desired partners especially on ...

Orin S. Levine, Thomas Cherian, Rana Hajjeh, and Maria Deloria Knoll GAVI Alliance’s PneumoADIP, Department of International Health, Johns Hopkins Bloomberg School of Public Health, Baltimore, Maryland; Hib Initiative, Division of Bacterial Diseases, National Center for Immunizations and Respiratory Diseases, Atlanta, Georgia; and Immunizations, Vaccines, and Biologics, World Health Organizatio...

Biotechnology industry is well-known as a knowledge intensive industry and required relatively large financial support. As the demanding nature from both finance and knowledge/technology resources, biotech companies tend to strategically collaborate with others for product development and marketing. Therefore, a growing need of strategic alliance was observed in biopharmaceutical industry of Ta...

Exploring the potential transition from strategic technology partnering to mergers and acquisitions This paper studies a number of research topics derived from the basic question: do inter-firm partnerships with different intermediary modes of company organization change over time as one of the companies that were previously cooperating becomes integrated by its partner? As such this contributi...

Organizations today engage in various forms of alliances to manage their existing business processes or to diversify into new processes to sustain their competitive positions. Many of today’s alliances use the IT resources as their backbone. The results of these alliances are collaborative organizational structures with little or no ownership stakes between the parties. The emergence of Web 2.0...

Although supplier alliances are widely considered as an effective source of competitive advantage by firms operating in uncertain business environments, the literature offers inconsistent suggestions concerning how environmental uncertainty affects supplier alliances. The framework of transaction cost economics (TCE) suggests that, when environmental uncertainty is present to a nontrivial but n...

This study examines conditions in which alliance networks (informal webs of bilateral entanglements between firms) may or may not evolve into multilateral alliances (broad, formal multiple-firm arrangements). I offer a theory to explain the formation of multilateral alliances based on both the resource profile and the structure of existing interfirm networks, and provide an initial test of that...

In an attempt to promote service delivery integration and improve interorganizational collaboration, many recent human service delivery initiatives have included the development of interorganizational alliances such as coalitions and coordinating councils. Despite their popularity, little is known about how these alliances influence interorganizational collaboration, specifically the extent to ...