Discuss Global Multilateral Alliances Commerce Essay Example

strategic vision. ABC4 provides various approaches to analyzing the complexity of networks, which can be categorized into four levels.

Regarding the concept of "INDUSTRIES AS NETWORKS," it defines consistent behavior within web confederations and explains the key elements within the existing web, such as actors and resources. It also elaborates on how management operates a firm within this environment.

Additionally, (xyz) provides extensive comments on the capability of web visioning. This capability is a crucial strategic approach in web confederations, referring to management's skills and competencies to determine valid perspectives of webs and their potential development. It is closely related to the concept of organizational learning and helps consistently generate relevant information for current and future operations. This capability includes managing provider and client portfolios in analytical aspects like creating and using databases, as well as conducting evaluations, along with organizational aspects such as developing solutions to handle exchange relationships.

In addition, the second approach called "MANAGING FOCAL NETS AND NETWORK POSITION" describes the environmental context of a firm. This context consists of actors within its web horizon that are relevant to how management perceives the relationship between the firm and its environment. It also discusses strategies that the firm will adopt to maintain its position within the web and how coopetition will influence its strategic decisions.

In addition, ABC emphasizes the importance for directors to consider different web collaboration strategies and understand the dynamics of collaborations and competition. They also highlight the need for directors to assess how a partner can impact the company or overall network performance. ABC defines the third level as "MANAGING RELATIONSHIP," which involves managing internal resources such as how a firm exchanges resources,

capabilities, activities, and relationships. This approach, known as network detection, focuses on managing existing relationships and continuously searching for new partners and opportunities that provide unique complementary resources, offering a chance for competitive advantage. The final approach, known as "MANAGING Exchange RELATIONSHIP," analyzes the firm's interaction within the network. In this approach, management primarily focuses on the exchange of elements and the key factors that influence business interactions. The term "exchange of elements" refers to the exchange of strategies. ABC suggests that during this exchange process, directors should prioritize a mutual approach that relates to sales, technology, supplier information, company development, and access to other companies in the surrounding networks. (Journal ABC)In addition to the director's need to address issues related to the second phase of the confederation, such as the company being responsible for its own analysis, development, and implementation of its own strategy based on its own resources, there is also the concept of "Managing Network" that defines two different dimensions of web confederation. These dimensions include the organizational perspective, where web confederation is a product of strategic decision-making processes aimed at achieving economic scale, reducing risk and cost, accessing internal and external markets, developing new technologies and products, and obtaining resources. This perspective also considers weaknesses in any value chain activities and competencies in R&D, production, or sales. From a managerial perspective, web confederation can be further divided into two steps: domestic level and global level confederation. On the domestic level, directors face challenges in understanding their partner's strategic intentions and cooperation experience, as these factors provide insight into their future behavior. On the global level, directors must also consider factors such

as geographical distance, cross-cultural issues, and economic concerns.According to Reflik (2002), a round model is suggested to understand the jobs and issues at both the domestic and global level. This model provides insights into various aspects of alliance formation, including demand, partner selection, structure choice, control and evaluation, and adaptation. By following this model, necessary actions can be taken. For instance, in the early stages, managers should balance the resources, needs, and desires of partner firms. In later stages, managers should focus on strategic sponsorship and align the company's strategic direction with the alliance. Managers should also facilitate relationships not only within the company but also with directors of other alliance partner firms on an interpersonal level. Creating a competitive position within a network requires a long-term commitment and a process supported by a contingency plan. Furthermore, understanding changes in the network and considering different collaboration strategies is important in navigating the dynamics of cooperation and competition.According to ABC, in order to adapt to the rapidly changing political, economic, technological, and societal environment, it is necessary to develop core competences through a long-term commitment and a process supported by contingency plans. This also requires the ability to manage and adapt to changes in alliances. (Business Relationships and Networks)

The book "Global Business Alliances: Theory and Practice" by Refik Culpan discusses managing business relationships in a global context. It was published by Praeger in 2002. Another publication, "Managing Business Relationships," was published in 2003 by John Wiley & Sons, Ltd. The authors Joseph M. Bonner, Daekwan Kim, and S. Tamer Cavusgi also address this topic.

In the Journal of Business Research, specifically in Volume 58, Issue 10 from

October 2005, there is an article titled "Self-perceived strategic web identity and its effects on market performance in alliance relationships".