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ijcrb.webs.com JUNE 2011 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2 Managerial implications Despite of the importance of strategic alliances, making alliances work is difficult for firm. The company which can not handle this problem will face the major problem. Hence, managing alliances is critical for the company to successfully work with partners. Managing alliances also affect directly the result of internationalization process of SMEs. When the company decides to enter strategic alliances, the first step that the company should be aware is to select the right partner. The important criteria to choose are strategy match, supplementary resources, reputation and geographical area. Then, the company can set up the structural form with the partner. The contractual arrangement is the usual choice for a small firm. The company has more flexibility in various types of involvement. In contrast, rigidity collaboration in terms of joint venture is too big for the small firm to handle. However, the company needs to talk with the partner about the scope for working together. After the small company had committed with the partners, it must operate and deal with the risks that may occur when working with the partners. Moreover, the company must control and maintain the relationship through communications and activities. This process not only provides a better relationship, but also leads to a learning process which skills and knowledge are transferred to each other. Mature trust will increase, that can decrease conflict and generate a greater cooperation. The result of managing partners will influence to the company’s performance in term of accomplishing objectives or in terms of revenue. To be successful by using strategic alliance in the internationalization process, the company must be aware since the initiation step, and continuously manage partners in each step in order to gain a better performance. This is important for a firm to survive and move forward in globalization. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 878
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 References Acs, Z., Morck, M. Shaver, R. and Yeung, B. (1997). The Internationalization of Small and Medium-sized Entreprises: A Policy Perspective. Small Business Economic, 9(1), 7-20. . Alvarez, S.A., Ireland, R.D. and Reuer, J.J. (2006). Entrepreneurship and strategic alliances. Journal of Business Venturing, 21, 401-404. Barringer, B.R. and Harrison, J.S. (2000). Walking a tightrope: creating value through interorganizational relationship. Journal of Management, 26(3), 367-403. Beamish, P.W. (1987). Joint ventures in LDCs: Partner selection and performance. Management International Review, 27, 23-37. Beamish, P.W. and Bank, J.C. (1987). Equity Joint Ventures and the Theory of the Multinational Enterprise. Journal of International Business Studies, 18(2), 1 16. Bell, J. (1995). The internationalization of small computer software firms: A further challenge to stage theories. European Journal of Marketing, 29(8), 60-75. Bell, J., Crick, D. and Young, S. (2004). Small firm internationalization and business strategy: an exploratory study of 'knowledge-intensive' and 'traditional' manufacturing firms in the UK. International Small Business Journal, 22(1), 23-55. Boter, H. and Holmquist, C. (1996). Industry Characteristics and Internationalization in Small Firms. Journal of Business Venturing, 11(6), 471-487. Coviello, N.E. and Munro, H.J. (1995). Growing the entrepreneurial firm: Networking for international market development. European Journal of Marketing, 29(7), 49-62. Coviello, N.E. and Munro, H.J. (1997). Network Relationships and the Internationalization Process of Small Software Firms. International Business Review, 6(4), p. 361-386. Das, T.K. and Teng, B.S. (1999). Managing risks in strategic alliances. The Academy of Management Executive, 13 (4), 50–62. Das, T.K. and Teng, B.S. (2000). A Resource-Based Theory of Strategic Alliances. Journal of Management, 26(1), 31-61. Das, T.K. and Teng, B.S. (2001). A risk perception model of alliance structuring. Journal of International Management, 7, 1-29. Gankema, H.G.J., Snuif, H.R. and Zwart, P.S. (2000). The internationalization process of small and medium-sized enterprises: An Evaluation of Stage Theory. Journal of Small Business Management, 38(4), 15-27. Gulati, R. (1998). Alliances and Networks. Strategic Management Journal, 19(4), 293-317. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 879
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