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The purpose of this paper is to extend the line of research on the ex ante valuation of the economic payoff from strategic alliances. The paper links a firm's related pre‐alliance situation to an alliance announcement, to predict how investors value the alliance.

The researchers collected data on marketing alliances in the biotechnology and pharmaceutical industries. Using an empirical model, three hypotheses predicting how investors value alliances in the light of their knowledge of how the firm is doing before the alliance announcement were tested.

The findings indicate that investors assign higher value to marketing alliances for firms with lower inventory liquidity and product demand. Investors, in fact, rewarded firms with weak pre‐alliance positions, indicating that the alliance was perceived as a useful strategy to turnaround the weak situation.

As is common with other event study research, the study is unable to predict the long‐term relationship between alliance announcements and performance of the alliance. A positive evaluation at the time of the announcement may not necessarily translate into long‐term success.

This research provides an important lesson for firms hoping to reap financial rewards from their alliance announcements. Firms may do well to time such alliance announcements to correspond with their internal situations.

This paper is believed to be one of the first to consider an additional piece of firm information in addition to an alliance announcement to gauge investor valuation of alliances. The research therefore extends existing research and offers a more complete understanding of how investors value alliances at their formation. The findings should be of interest to firms contemplating alliances, and enhance understanding of investor decision making.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The goal of this work is to determine the nature and potential of the impact of the development of strategic alliances on the achievement of the key Sustainable Development Goals (SDGs) of the states.

The study is involved with the use of the universalisation method, statistical analysis method, trend-based method, simulation-based game approach and correlation analysis method. The values of estimated indicators have been determined through the use of these global rankings, identifying their level between 2018 and 2021 in the countries which rank among the leading countries in the field of development of strategic alliances (Malta, Canada, Sweden and Israel).

It has been established that sustainable economic development of strategic alliances scarcely ever has a positive impact on the achievement of the SDGs of the states. It has been established that such interaction is possible if these business entities observe certain terms ensuring the necessary development parameters of components of sustainable development. Conditions of the achievement of effect from the impact of business associations of these goals have been identified empirically.

It has been proven that such business associations as strategic alliances due to the range of their activity and the potential associated with it can act as economic institutions that complement the functions of the state towards the achievement of sustainable development milestones.

The academic novelty of this research is that it substantiates the potential to secure the impact of strategic alliances on the achievement of certain SDGs associated with the observance of certain organisational and economic conditions of strategic management.

The study this chapter reports focuses on how network theory contributes to the understanding of the internationalization process of SMEs and measures the effect of network capability on performance in international trade and has three research objectives.

The first objective of the study relates to providing new insights into the international market development activities through the application of a network perspective. The chapter reviews the international business literature to ascertain the development of thought, the research gaps, and the shortcomings. This review shows that the network perspective is a useful and popular theoretical domain that researchers can use to understand international activities, particularly of small, high technology, resource-constrained firms.

The second research objective is to gain a deeper understanding of network capability. This chapter presents a model for the impact of network capability on international performance by building on the emerging literature on the dynamic capabilities view of the firm. The model conceptualizes network capability in terms of network characteristics, network operation, and network resources. Network characteristics comprise strong and weak ties (operationalized as foreign-market entry modes), relational capability, and the level of trust between partners. Network operation focuses on network initiation, network coordination, and network learning capabilities. Network resources comprise network human-capital resources, synergy-sensitive resources (resource combinations within the network), and information sharing within the network.

The third research objective is to determine the impact of networking capability on the international performance of SMEs. The study analyzes 11 hypotheses through structural equations modeling using LISREL. The hypotheses relate to strong and weak ties, the relative strength of strong ties over weak ties, and each of the eight remaining constructs of networking capability in the study. The research conducts a cross-sectional study by using a sample of SMEs drawn from the telecommunications industry in Ireland.

The study supports the hypothesis that strong ties are more influential on international performance than weak ties. Similarly, network coordination and human-capital resources have a positive and significant association with international performance. Strong ties, weak ties, trust, network initiation, synergy-sensitive resources, relational capability, network learning, and information sharing do not have a significant association with international performance. The results of this study are strong (R2=0.63 for performance as the outcome) and provide a number of interesting insights into the relations between collaboration or networking capability and performance.

This study provides managers and policy makers with an improved understanding of the contingent effects of networks to highlight situations where networks might have limited, zero, or even negative effects on business outcomes. The study cautions against the tendency to interpret networks as universally beneficial to business development and performance outcomes.

Although existing partial theories contribute to scholarly understanding of strategic alliances, the lack of a comprehensive framework to explain strategic alliances is unfortunate. The purpose of this paper is to develop an integrated framework for maker‐buyer strategic alliance performance.

Drawing on the concept of embeddedness developed by Granovetter, this paper argues that maker‐buyer alliances are economic actions intended to pursue synergies; meanwhile, these economic actions are embedded in social contexts.

This paper argues that the economic goal of firms entering alliances is to combine their complementary resources to create synergies. To achieve this goal, managers must efficiently manage the economic problems associated with such alliances, including searching for partners with complementary resources, allocating value‐added activities correctly, establishing efficient interorganizational routines, and introducing proper governance structures. Furthermore, alliances are embedded in their social contexts. Firms are constrained by their specific social environments and behave accordingly, impacting their performance. It is difficult for firms to modify the contexts in which they are embedded without strong strategic intent. The social contexts in which firms are embedded may also be sources of sustainable competitive advantage or disadvantage.

Several managerial implications and future research directions are presented.

This study, by integrating economic and sociological theories into a framework and focusing on maker‐buyer alliances, depicts not only the full picture but also the necessary details of maker‐buyer alliances for scholars and practical managers.

This study aims to investigate the role of green strategic alliances (GSAs) in fostering a green shared vision (GSVis) and green shared value (GSV) and their impact on green organizational identity (GOI) and sustainability.

The authors employed structural equation modeling to analyze data collected through a 60-item questionnaire administered in Portugal and China, allowing the authors to test their theoretical model.

The findings of the authors' study indicate that green strategic alliances have a positive influence on the development of a GSVis and GSV in both countries. This, in turn, contributes to improved sustainability and the establishment of a GOI. Furthermore, the authors' results demonstrate that these alliances enhance GSV, resulting in enhanced sustainability performance and a stronger green identity, with a notable increase in awareness of environmental and social practices.

This article is innovative as it applies organizational learning and value creation theories to gain a deeper understanding of how alliances can shape the green identity of companies and contribute to their overall sustainability.

Strategic alliances involve uncertainty, interdependence, and vulnerability, which often create adverse situations. This paper seeks to understand how alliance managers respond to these adverse situations by examining the influence of four exchange variables on response strategies.

A scenario‐based experiment provides empirical support for a typology consisting of seven conceptually and empirically distinct response strategies: exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect.

The results indicate that economic satisfaction, social satisfaction, alliance‐specific investments, and the availability of attractive alternatives differentially and interactively affect response strategies.

The study offers two main contributions to alliance literature. First, the seven response strategies accurately represent reactions that alliance managers use to deal with adverse situations. Second, the study findings validate and extend previous alliance research by highlighting that a comprehensive response strategy typology is necessary to disentangle the effects of the four exchange conditions on response strategy use, which fosters theory development and managers' ability to manage their alliances effectively.

The study contributes to the process perspective on strategic alliances by highlighting the various response strategies that alliance managers use to deal with adverse situations and their antecedents.

This study examines the collaborative value practices of cause-based social entrepreneurship alliances. We investigate key drivers of value creation in such alliances.

The study utilizes a longitudinal case study design approach involving four northern Italian businesses for investigating the cause-based social alliances.

The study findings suggest that cause-based alliance differ from other business relationships due to social mission of the alliance and orientation of partners to a specific social cause. However, over time involved firm may pursue commercial interests.

The study utilizes a qualitative case study approach to examine the issues. This may have implications on generalizability of study findings. Further, the sample is limited to small firms, which limit its relevance for large firms.

Managers can utilize the study findings to guide the organizing process of a successful cause-based alliance and can implement it with positive outcomes for their firm.

This is one of the first study on the emerging phenomenon of cause-based social alliance. It contributes to the literature on social entrepreneurship. It informs and guides practitioners about motivations and drivers of such alliances.

In this paper we analyze the influence of transaction costs on the stock market reaction to global alliance formation. In particular, we analyze to what extent the stock market reacts negatively to the presence of attributes that increase motivation or coordination costs. We adopt a relational framework, analyzing the direct impact of these attributes not only on transaction costs but also on the potential synergies of the alliance and the incentives to invest in the relationship. Our results show that the stock market reacts negatively to transaction costs only in connection with free riding hazards.

Regional economic integration has been a major area of research in the field of international economics and international trade, with little attention being paid to the impact of these economic collaborations on the organizational strategies of firms within the economically integrated regions. By building on the organization‐environment relationship paradigm, this paper aims to address the impact of environmental changes associated with economic integration, market commonality and currency commonality, on the patterns and structures of strategic alliances within members of the economic community.

Using mixed linear models, the study looks at changes associated with the integration of the European Union and their effects on international alliances within the integrated area and among the various member countries.

The findings suggest that the emergence and the adoption of economic integration policies at the country level do impact the patterns and structures of strategic alliances practiced between member countries. Specifically, the adoption of common market policies among members of an economic community has implications on the pattern and structure of strategic collaborative relationships of firms within these member countries.

While regional economic integrations have accelerated, theoretical and empirical research addressing their impact on multinational strategies has yet to catch up.