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How do joint ventures and non-equity strategic alliances impact the complexity of the supply chain and thus supply chain performance?

Frank Bodendorf (Institute for Factory Automation and Production Systems, Friedrich-Alexander-University of Erlangen-Nuremberg, Nuremberg, Germany)
Sebastian Feilner (Friedrich-Alexander-Universität Erlangen-Nürnberg, Erlangen, Germany)
Joerg Franke (Institute for Factory Automation and Production Systems, Friedrich-Alexander-University of Erlangen-Nuremberg, Nuremberg, Germany)

Supply Chain Management

ISSN: 1359-8546

Article publication date: 4 April 2024

Issue publication date: 24 June 2024

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Abstract

Purpose

This paper aims to explore the significance of resource sharing in business to capture new market opportunities and securing competitive advantages. Firms enter strategic alliances (SAs), especially for designing new products and to overcome challenges in today’s fast changing environment. Research projects have dealt with the creation of SAs, however without concrete referencing the impact on selected supply chain resources. Furthermore, academia rather focused on elaborating the advantages and disadvantages of SAs and how this affects structural changes in the organization than examining the effects on supply chain complexity and performance.

Design/methodology/approach

The authors collected and triangulated a multi-industry data set containing primary data coming from more than 200 experts in the field of supply chain management along and secondary data coming from Refinitiv’s joint ventures (JVs) and SA database and IR solutions’ database for annual reports. The data is evaluated in three empirical settings using binomial testing and structural equation modeling.

Findings

The results show that nonequity SAs and JVs have varying degrees of impact on supply chain resources due to differences in the scope of the partnership. This has a negative impact on the complexity of the supply chain, with the creation of a JV leading to greater complexity than the creation of a nonequity SA. Furthermore, the findings prove that complexity negatively impacts overall supply chain performance. In addition, this study elaborates that increased management capabilities are needed to exploit the potentials of SAs and sheds light on hurdles that must be overcome within the supply network when forming a partnership. Finally, the authors give practical implications on how organizations can cope with increasing complexity to lower the risk of poor supply chain performance.

Originality/value

This study investigates occurring challenges when establishing nonequity SAs or JVs and how this affects their supply chain by examining supply networks in terms of complexity and performance.

Keywords

Citation

Bodendorf, F., Feilner, S. and Franke, J. (2024), "How do joint ventures and non-equity strategic alliances impact the complexity of the supply chain and thus supply chain performance?", Supply Chain Management, Vol. 29 No. 4, pp. 685-705. https://doi.org/10.1108/SCM-04-2023-0168

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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