Strategic criteria |
Strategic compatibility |
The partner's strategies are compatible with the Network's strategies; it features the same policies and tactics, which ensures the alignment of objectives. |
Williams and Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Dacin, Hitt and Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Hagedoorn and Duysters (2002)HAGEDOORN, J.; DUYSTERS, G. External appropriation of innovative capabilities: The choice between strategic partnering and mergers and acquisitions. Journal of Management Studies, v. 39, n. 2, p. 167-188, 2002.; Das and Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Chen, Lee and Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Clarity of the company and the network about their plans |
Strategic importance of the network for the partner |
How important the network is for the partner |
Spekman, Isabella and Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Hagedoorn and Duysters (2002)HAGEDOORN, J.; DUYSTERS, G. External appropriation of innovative capabilities: The choice between strategic partnering and mergers and acquisitions. Journal of Management Studies, v. 39, n. 2, p. 167-188, 2002.; Das and Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Dacin, Hitt and Levitas (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Dekker (2004)DEKKER, H. C. Control of inter-organizational relationships: evidence on appropriation concerns and cooperation requirements. Accounting, Organizations and Society, v. 29, n. 1, p. 27-49, 2004.; Poppo and Zenger (2002)POPPO, L.; ZENGER, T. R. Do formal contracts and relational governance act as substitutes or complements?. Strategic Management Journal, v. 23, n. 8, p. 707-725, 2002.; Duister, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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The partner will only continue as a partner if there is the perception that the network adds value to their business. |
Added value for the customer |
Undertaking in joint activities add value to customers |
Das and Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Walters, Peters and Dess(1994)WALTERS, B. A.; PETERS, S.; DESS, G. G. Strategic alliances and joint ventures: making them work. Business Horizons, Jul/Aug, p. 5-10, 1994.; Doz (1996)DOZ, Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes?. Strategic Management Journal, v. 17, p. 55-83, 1996.; De Man, Duysters and Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
It is positive that the new partner adds value to the customer, when making use of the brand's network. |
Complementarity |
The partners are mutually dependent to achieve their goals |
Williams and Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Dacin, Hitt and Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Spekman, Isabella and Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Hagedoorn and Duysters (2002)HAGEDOORN, J.; DUYSTERS, G. External appropriation of innovative capabilities: The choice between strategic partnering and mergers and acquisitions. Journal of Management Studies, v. 39, n. 2, p. 167-188, 2002.; Das and Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Doumaet al. (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; Poppo and Zenger (2002)POPPO, L.; ZENGER, T. R. Do formal contracts and relational governance act as substitutes or complements?. Strategic Management Journal, v. 23, n. 8, p. 707-725, 2002.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Varis, Kuivalainen and Saarenketo (2005)VARIS, J.; KUIVALAINEN, O.; SAARENKETO, S. Partner selection for international marketing and distribution in corporate new ventures. Journal of International Entrepreneurship, v. 3, p. 19-36, 2005.; Vlaar et al. (2006)VLAAR, P.; VAN DEN BOSCH, F.; VOLBERDA, H. Coping with problems of understanding in interorganizational relationships: Using formalization as a means to make sense. Organization Studies, v. 27, n. 11, p. 1617-1638, 2006.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Partners must have characteristics/resources tha by being added enables the achievement of common goals. |
Vision of the partner for innovation |
Willingness to innovate, take risks, be creative |
Das and Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Varis and Conn (2002)VARIS, Y.; CONN, S. Alliance partner selection - a literature review. Telecom business research center Lappeenranta, Finland, 2002.; Holtbrugge (2004)HOLTBRUGGE, D. Management of international strategic business cooperation: Situational conditions, performance criteria, and success factors, Thunderbird International Business Review,v. 46, n. 3, p. 255-274, 2004.; Dacin, Hitt and Levitas (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Predisposition to change procedures and practices in order to achieve better results. |
Willingness to share resources |
Resources include employees, knowledge, products, production capacity |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Dacin, Hitt and Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Chung, Singh and Lee (2000)CHUNG, S.; SINGH, H.; LEE, K. Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, v. 21, n. 1, p. 1-22, 2000.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Resource sharing is essential to the growth of all the members of the network. |
Criteria related to the prospected |
Previous experiences with cooperation |
Knowledge related to networks, level of experience with network management |
Devlin and Bleakly (1988)DEVLIN, G.; BLEAKLY, M. Strategic alliance: guidelines for success. Long Range Planning, v. 21, n. 5, P. 18-23, 1988.; Dacin, Hitt and Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Chung, Singh and Lee (2000)CHUNG, S.; SINGH, H.; LEE, K. Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, v. 21, n. 1, p. 1-22, 2000.; Marxt and Link (2002)MARXT, C.; LINK, P. Success factors for cooperative ventures in innovation and production systems. International Journal of Production Economics, v. 77, p. 219-229, 2002.; Chen, Lee and Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
The knowledge brought from other corporations contribute to the growth of the network, but the rules and procedures differ and the new member must adapt to the new perspective. |
Personal relationships |
Easy to live and relate to the partner |
Dacin, Hitt and Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Duysters et al. (1999); Dacin, Oliver and Roy (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Relationship favorable to conviviality in the network environment. |
Commitment |
Committed to the success of the partnership |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Williams and Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Brouthers, Brouthers and Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Spekman, Isabella and Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Douman (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; De Man, Duysters and Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Marxt and Link (2002)MARXT, C.; LINK, P. Success factors for cooperative ventures in innovation and production systems. International Journal of Production Economics, v. 77, p. 219-229, 2002.; Poppo and Zenger (2002)POPPO, L.; ZENGER, T. R. Do formal contracts and relational governance act as substitutes or complements?. Strategic Management Journal, v. 23, n. 8, p. 707-725, 2002.; Nielsen (2003)NIELSEN, B. B. An empirical investigation of the drivers of international strategic alliance formation. European Management Journal, v. 21, n. 3, p. 301-322, 2003.; Varis, Kuivalainen and Saarenketo (2005)VARIS, J.; KUIVALAINEN, O.; SAARENKETO, S. Partner selection for international marketing and distribution in corporate new ventures. Journal of International Entrepreneurship, v. 3, p. 19-36, 2005.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Provision of time and dedication to the activities of the network. |
Motivation to cooperate |
Willingness to cooperate |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Brouthers, Brouthers and Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Spekman et al. (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Douman (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; De Man, Duysters and Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Nielsen (2003)NIELSEN, B. B. An empirical investigation of the drivers of international strategic alliance formation. European Management Journal, v. 21, n. 3, p. 301-322, 2003.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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It is imperative the cooperation among partners to ensure joint gains. |
Criteria related to the prospected |
Organizational culture |
Norms and values of the organization, open or closed, etc. |
Dacin, Hitt and Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Spekman, Isabella and Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Douma et al. (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; Poppo and Zenger (2002)POPPO, L.; ZENGER, T. R. Do formal contracts and relational governance act as substitutes or complements?. Strategic Management Journal, v. 23, n. 8, p. 707-725, 2002.; Das and Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Vlaaret al. (2006)VLAAR, P.; VAN DEN BOSCH, F.; VOLBERDA, H. Coping with problems of understanding in interorganizational relationships: Using formalization as a means to make sense. Organization Studies, v. 27, n. 11, p. 1617-1638, 2006.; Chen, Lee and Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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It does not interfere much in the progress of the network. It should only be the least in order to avoid conflicts that weaken the relationship and networking gains. |
Reputation of the prospected |
The image of the prospected |
Duysters et al. (1999); Dacin, Oliver and Roy (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Level of credibility in the community and suppliers. |
Company size of the prospected |
Number of employees, size of the physical structure |
Kogut (1988)KOGUT, B. Joint ventures: theoreticalandempirical perspective. Strategic Management Journal, v. 9, n. 4, p. 319-332, 1988.; Williams and Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Brouthers, Brouthers and Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Tracey, Vanderembse and Lim (1999)TRACEY, M.; VANDEREMBSE, M. A., LIM, J. S. Manufacturing technology and strategy formulation: keys to enhancing competitiveness and improving performance. Journal of Operations Management, v. 17, n. 4, p. 411-28, 1999.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Minimum size to be able to develop their activities, according to the industry. |
Bargaining conditions |
The partner's position compared to other market competitors |
Walters, Peters and Dess (1994)WALTERS, B. A.; PETERS, S.; DESS, G. G. Strategic alliances and joint ventures: making them work. Business Horizons, Jul/Aug, p. 5-10, 1994.; Doz (1996)DOZ, Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes?. Strategic Management Journal, v. 17, p. 55-83, 1996.; Das and Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Park e Ungson (2001)PARK, S. H.; UNGSON, G. R. Interfirm rivalry and managerial complexity: a conceptual framework of alliance failure. Organization Science, v. 12, n. 1, p. 37-53, 2001.; De Man, Duysters and Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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The better the bargaining condition is, the more favorable it is to the network. |
Location |
Favorable location for negotiations between partners and between company and customers |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Marxt and Link (2002)MARXT, C.; LINK, P. Success factors for cooperative ventures in innovation and production systems. International Journal of Production Economics, v. 77, p. 219-229, 2002.
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Ensuring that the location is not an impediment to the company's participation in the activities and meetings of the network, and that it can undertake the logistics operations, if necessary. |
Compatibility of objectives |
The company has goals that can be searched simultaneously with those of the other members of the network, and that they are complementary |
Bronder and Pritzl (1992)BRONDER, C; PRITZL, R. Developing strategic alliances: a conceptual framework for successful cooperation. European Management Journal,v. 10, n. 4, p. 412-422, 1992.; Brouthers, Brouthers and Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.
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The objectives sought in the network must meet the objectives of the prospected. |
Advantage by reducing cost |
Economies of scale through joint purchasing; reduction of costs of each partner with the accession of more partners and consequent division of transaction costs, improvements, purchases with differential prices |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Stafford (1994)STAFFORD, E. R. Using co-operation strategies to make alliance work. Long Range Planning, v. 27, n. 1, P. 64-74, 1994.; Perks (2000)PERKS, H. Marketing information exchange mechanisms in collaborative new product development. Industrial Marketing Management, v. 29, n. 2, p. 179-189, 2000.
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Analysis of how the prospected can contribute to the reduction of shared costs or better negotiations on joint purchasing |
Cooperative culture |
The new members are predisposed to share knowledge |
Bronder and Pritzl (1992)BRONDER, C; PRITZL, R. Developing strategic alliances: a conceptual framework for successful cooperation. European Management Journal,v. 10, n. 4, p. 412-422, 1992.; Stafford (1994)STAFFORD, E. R. Using co-operation strategies to make alliance work. Long Range Planning, v. 27, n. 1, P. 64-74, 1994.; Brouthers, Brouthers and Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Perks (2000)PERKS, H. Marketing information exchange mechanisms in collaborative new product development. Industrial Marketing Management, v. 29, n. 2, p. 179-189, 2000.
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Cooperation reflected in the trust to be established between the partners. |
Trustworthiness |
The new members (company and entrepreneur) must have a suitable behavior and comply with their legal obligations. |
Criteria that emerged from the data collection. |
Appropriate behavior to the community and suppliers. |
Analysis of clearance certificates (INSS, Federal Revenue, ICMS, among others) |
Características pessoais do gestor da empresa; perspectivas para a empresa. |
Critério que emergiu da coleta de dados. |
Experiência em gestão, visão de futuro. |
Entrepreneur's profile |
Personal characteristics of the company manager; prospects for the company. |
Criteria that emerged from the data collection. |
Management experience, vision of the future. |
Criteria related to resources |
Company lifetime |
The company's operating time in the field of activity |
Criteria that emerged from the data collection. |
The longer the time is, the better the evaluation. |
Technological resources |
Availability of technological resources, technological complementarities |
Das and Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Spekman, Isabella and Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Nielsen (2003)NIELSEN, B. B. An empirical investigation of the drivers of international strategic alliance formation. European Management Journal, v. 21, n. 3, p. 301-322, 2003.; Chen, Lee and Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters and De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Sufficient technological resources so that it can work in the field of activity |