1,721,029 research outputs found
Taranto as a dystopian utopia. Literary and sociological narratives of a development model
No full textArchivio di Stato di Genova, Pergamene del monastero di San Siro (951 - 1651)
No full textSchede descrittive e regesti di 419 documenti del cartario monastico di San Siro di Genova, consultabili all'indirizzo http://www.archivi-sias.it/Scheda_Inventario.asp?FiltraInventario=9011006
Le alliance capability: tra meccanismi formali e competenze tacite
No full textL’individuazione del partner dell’alleanza strategica e la definizione del contratto tra le parti non definiscono
automaticamente il successo della partnership. Per riuscire ad implementare e fare funzionare una alleanza strategica internazionale sono fondamentali le capacità e le competenze interne di gestione della relazione con il partner straniero (Kale e Singh, 2009), intese nella doppia accezione di meccanismi formali e di skill interni. Da un lato, le competenze gestionali vengono ricondotte all’esperienza pregressa ed ai meccanismi formali codificati nella singola impresa che partecipa all’accordo. D’altro, le competenze sono definite e misurate sulla base delle conoscenze e del know-how proprie del personale dell’impresa. I meccanismi formali di coordinamento interno possono rappresentare un supporto fondamentale per lo sviluppo e la diffusione, all’interno dell’impresa, di skill e capacità gestionali che diventano condivise dal personale di frontiera dell’organizzazione. Gli skill e le conoscenze gestionali, comprese quelle tacite che “risiedono” nel personale dell’impresa, possono combinarsi fra loro in virtù delle relazioni reciproche che si vengono a strutturare tra il personale dell’impresa, trasferendosi dal livello individuale a quello organizzativo (Nonaka e Takeuchi, 1995). La presenza nell’impresa partner di meccanismi interni per il coordinamento e di competenze gestionali forniscono all’altro partner un elemento informativo e una dimostrazione di impegno della controparte, che favoriscono la formazione di aspettative e valutazioni positive circa le sue azioni future, facilitando lo sviluppo della fiducia inter-organizzativa (Heimeriks e Schreiner, 2010). Se correttamente “attivate” attraverso i meccanismi formali, tali competenze e conoscenze organizzative consentono di migliorare la performance dell’alleanza (Schreiner et al., 2009). La relazione tra i meccanismi formali di coordinamento e gli skill gestionali del personale dell’impresa possono alimentare quindi la fiducia interorganizzativa e la performance dell’alleanza. Alla luce di questo quadro teorico di riferimento, si distinguono due obiettivi principali di ricerca empirica. Con riferimento al primo obiettivo di analisi, si vuole
analizzare il ruolo svolto dall’esperienza maturata in precedenti alleanze internazionali sulla formazione di meccanismi formali di coordinamento interno. In secondo luogo, si vuole analizzare se e in che modo i differenti meccanismi formali di coordinamento interno influenzano lo sviluppo a livello organizzativo degli skill e del know-how per la gestione dell’alleanza internazionale (Schreiner et al., 2009). Il secondo obiettivo di analisi riguarda il ruolo delle capacità di gestione delle alleanze, intese come meccanismi formali e skill e conoscenze gestionali, sulla fiducia e la performance dell’alleanza. Mentre la letteratura sul tema ha diffusamente analizzato la relazione tra capabiliy e performance (Heimeriks e Duysters, 2007; Schereiner et al., 2009), la relazione capablity-trust è stata, invece, solo parzialmente indagata (Heimeriks e Schreiner, 2010). La finalità dello studio è, quindi, quello di integrare i due filoni di studi presente in letteratura, analizzando congiuntamente il ruolo dei meccanismi formali e degli skill gestionali nell’alimentare sia la fiducia interorganizzativa che la performance complessiva dell’alleanza
group 3 and 4 metal complexes with monocyclopentadienyl ligands containing an additional site tethered by a coordinating 2,6-Pyridine Bridge
No full textThe two sides of alliance management capability in SMEs' international alliance
No full textThis paper brings together two different research strands on international strategic alliance, alliance capabilities’ streams of research and dyadic interaction perspective, with the aim to came to a more comprehensive explanation of the drivers of the successful management of international strategic alliances. We analyze alliance management capability, focusing not only on internal alliance capability but also on perceived partner’s relational capability. In fact, SMEs that move to new markets through strategic alliance face with the internal problem of coordinating the partnership and, at the same time, relying on a partner that should be able to effectively manage the alliance.
An empirical analysis is carried out on a sample of Italian manufacturing SMEs in order to verify whether and how the internal alliance capabilities of firms and the perception of their partners’ alliance capabilities foster mutual trust and, by thus, alliance performance.
Results show that partner’s perceived alliance management capability is particularly relevant because of its reinforcement effect on the internal alliance management capability-trust relationship and its positive and significant impact on the alliance performance
The role of internal and perceived alliance management capabilities in supporting international alliance performance of SMEs
No full textInternational strategic alliances have become an important business management instruments to support the international expansion and to improve the competitiveness of Small and Medium Enterprises (SMEs). The puzzling thing is that recent studies have also confirmed that the SMEs' propensity to co-operate is significantly less than the one of large companies. Further, international strategic alliances between SMEs are also characterized by a higher rate of failure (Swoboda et al., 2011).One possible explanation is that SMEs lack of adequate capabilities to manage international alliances as well as a well thought-out relational governance mechanisms (Hoffman & Schlosser, 2001).
Early research on strategic alliances highlights the importance of relational governance mechanisms in business partnership, and especially the role of trust as a triggering and a catalyst of the development of long-lasting and mutually satisfactory alliances (Doz, 1996; Ring & Van de Ven, 1994; Das & Teng, 1998; 2001). Vice-versa, more recent literature tends to neglect the dyadic nature of alliances, and to focus more on the existence of specific organizational and managerial capabilities that allow some firms to coordinate strategic alliances better than other firms do and to draw better outcomes from them (Anand & Khanna, 2000; Heimeriks & Duysters, 2007; Schreiner et al., 2009). Hence, while the first perspective is more dyadic oriented and trust-based, the second focuses more on specific individual capabilities of the alliance’s firms.
This paper brings together these two different research strands with the aim to came to a more comprehensive explanation of the drivers of the successful management of international strategic alliances by SMEs. An empirical analysis is carried out on a sample of manufacturing SMEs in order to check if, and under which conditions, the individual alliance capabilities of firms and the perception of their partners’ alliance capabilities foster mutual trust and, by thus, alliance performances
New trigonal bipyramidal 4f- and 5f-ansa metallocenes. Binuclear complexes where the ansa-dicyclopentadienyl ligands act contemporary in a chelating and bridging mode
No full textMonocyclopentadienyl and Tetramethylcyclopentadienyl Zirconium Complexes Containing Sterically Hindered Groups.
No full text
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
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