Development of an Integrated Model of Strategic Alliance

This article discusses the development of an integrated model of strategic alliance. It explores the key areas addressed in the journal article, identifies the knowledge gap, and highlights the key findings. The article contributes to the understanding of strategic management and decision-making in business organizations.

Running head: BUSINESS STRATEGY
BUSINESS STRATEGY
Name of the Student
Name of the University
Author Note

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Table of Contents
Article 1...............................................................................................................................2
Article 3...............................................................................................................................4
Article 7...............................................................................................................................6
References............................................................................................................................8

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Article 1
Article
Referencing
The article discussed in this section is entitled “Rethinking and
reinventing Michael Porter's five forces model.”
The article was composed by Tony Grundy a senior lecturer of Strategic
Management at the Cranfield University School of
Management.
The article was published in the year 2006 in the journal entitled
“Strategic Change”. The article can be specifically located on the pages
213-229 in the 5th issue of the 15th volume of the journal.
Discuss the key
areas addressed
in the journal
article
The paper attempted a discussion on the reasons for the non-achievement
of a greater amount of currency of the Five Forces Model as discussed by
Michael Porter. The article further makes an attempt to suggest the ways
in which the model might be developed. The article also sheds light on
the practical implications of the model.
Identifying the
knowledge gap
addressed in the
journal article
The knowledge gap that might be highlighted in this case is the fact that
the Five Forces model as discussed within the article can be developed as
well as modified in order to meet the requirements of the present-day
business organizations (Dobbs 2014). The limited and theoretical usage
of the model should not have been the sole application of the model.
Identifying the
key findings of
the journal
The article in discussion is majorly a review of the literature that exists in
relation to the theoretical implementation of the Five Forces Model as
discussed by Michael Porter. The discussion on the practical

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article implementation of the model stated that the model might gain the
privileges of being applied in the practical field. The discussion further
highlights some questions that might assist the future research in the
matter.
Discuss the
academic and
managerial
contributions
made by the
journal article.
The study of the given article would help in increasing the knowledge of
the application of the Five Forces Model by Michael Porter. The article
further focusses on the development of the ways in which the concerned
model of strategic management might be implemented within the
business organizations.

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Article 3
Article
Referencing
The article discussed in this section is entitled “Development of an
Integrated Model of Strategic Alliance”
The article was composed by Som Sekhar Bhattacharyya, an associate
professor of Strategic Management at the National Institute of Industrial
Engineering.
The article was published in the month of January, 2019 in the journal
entitled “Indian Journal of Industrial Relations”. The article can be
specifically located in the 3rd issue of the 54th volume of the journal.
Discuss the key
areas addressed
in the journal
article
The article in discussion attempted the development of a model within
the realm of strategic alliances. The model is proposed to be derived from
the various inputs that are incorporated through the implementation of
the several theories that are related to the strategic management of the
business organisations (Bank 2015). The proposed model of the strategic
alliance would help the business organisations to develop a better
competitive advantage in the given market.
Identifying the
knowledge gap
addressed in the
journal article
The knowledge gap within the given article refers to the development of
the issues that are presented from the implementation of the strategic
management models within the concerned business organization. The
implementation of an integrated model might help in the development of
the strategic alliances within the given organization as well.
Identifying the
key findings of
The key findings of the article reveal that the incorporation of all the
models of the strategic management into one integrated model might help

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the journal
article
the concerned business organization to develop a proper understanding of
the business scenario that the organization has been facing. This in turn
would assist the concerned organization to develop a better
understanding of the environment wherein the company has been active.
Discuss the
academic and
managerial
contributions
made by the
journal article.
The article assisted in the understanding of the issues that are presented
in the strategic alliances that are implemented by the organizations active
within the given market. The implementation of the integrated model
would assist in the proper decision-making activities that are undertaken
by the organizational management as well.

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Article 7
Article
Referencing
The article discussed in this section is entitled “The Strategic Role of the
Board: The Impact of Board Structure on Top Management Team
Strategic Action Capability”
The article was composed by Bongjin Kim, Michael L. Burns, and John
E. Prescott, researchers in the realm of strategic management that is
implemented by the organisations.
The article was published in the year 2009 in the journal entitled
“Corporate Governance: An International Review”. The article can be
specifically located on the pages 728-743 in the 6th issue of the 17th
volume of the journal.
Discuss the key
areas addressed in
the journal article
The key areas that were addressed within the scope of the article refer to
the study of the boards of the concerned business organisation to have an
influence on the management of the organisation. The article aims to
address the strategic role that is played by the board in matters related to
the top management team strategic capabilities within a company.
Identifying the
knowledge gap
addressed in the
journal article
The knowledge gap that in discussed within to article refer to the role of
the boards in the strategic performance of the organization as a whole
(Knockaert, Bjornali and Erikson 2015). The article majorly focusses on
the issues that develop from the strategic roles that are played by the
government in relation to the impact of board structure on top

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management team strategic action capability.
Identifying the
key findings of
the journal
article
The key findings of the article state the differences that exist within the
four distinct board configurations that were identified on the basis of the
joint influence of the organizational leadership and the workplace
diversity as maintained by the organization. The article further looks into
the top management team strategic action capabilities.
Discuss the
academic and
managerial
contributions
made by the
journal article.
The article sheds light on the influence of the board diversity and the
leadership structure on the speed as well as the breadth of the top
management team strategic action capabilities. The article encourages the
study of the impact of the top management team strategic action
capabilities.

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References
Bank, D., 2015. Internationalization and Strategic Alliances. In Diverse Contemporary Issues
Facing Business Management Education (pp. 207-221). IGI Global.
Bhattacharyya, S.S., 2019. Development of an Integrated Model of Strategic Alliance. Indian
Journal of Industrial Relations, 54(3).
Dobbs, M. E., 2014. Guidelines for applying Porter's five forces framework: a set of industry
analysis templates. Competitiveness Review, 24(1), pp.32-45.
Grundy, T., 2006. Rethinking and reinventing Michael Porter's five forces model. Strategic
Change, 15(5), pp.213-229.
Kim, B., Burns, M.L. and Prescott, J.E., 2009. The strategic role of the board: The impact of
board structure on top management team strategic action capability. Corporate Governance: An
International Review, 17(6), pp.728-743.
Knockaert, M., Bjornali, E.S. and Erikson, T., 2015. Joining forces: Top management team and
board chair characteristics as antecedents of board service involvement. Journal of Business
Venturing, 30(3), pp.420-435.