Development of an Integrated Model of Strategic Alliance

This article discusses the development of an integrated model of strategic alliance and its impact on organizations. It explores the key areas addressed in the journal article, identifies the knowledge gap, and highlights the key findings. The article also discusses the academic and managerial contributions made by the research and draws conclusions from the work of others.

Running head: MANAGEMENT
Management
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Author Note

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Table of Contents
Article referencing #1................................................................................................................2
Stating own position...................................................................................................................2
Stating the view of the author....................................................................................................2
Discussing key areas addressed in the journal article................................................................2
Identifying the knowledge gap addressed in the journal article.................................................2
Identifying the key findings of the journal article......................................................................3
Discussion of the academic and managerial contributions made by the article.........................3
Drawing conclusion from work of others..................................................................................3
Agreeing with the views of others or pointing out assumptions................................................3
Article referencing #2................................................................................................................4
Stating own position...................................................................................................................4
Stating the view of the author....................................................................................................4
Discussing key areas addressed in the journal article................................................................4
Identifying the knowledge gap addressed in the journal article.................................................5
Identifying the key findings of the journal article......................................................................5
Discussion of the academic and managerial contributions made by the article.........................5
Drawing conclusion from work of others..................................................................................5
Agreeing with the views of others or pointing out assumptions................................................6
Article referencing #3................................................................................................................6
Stating own position...................................................................................................................6

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Stating the view of the author....................................................................................................6
Discussing key areas addressed in the journal article................................................................6
Identifying the knowledge gap addressed in the journal article.................................................7
Identifying the key findings of the journal article......................................................................7
Discussion of the academic and managerial contributions made by the article.........................7
Drawing conclusion from work of others..................................................................................8
Agreeing with the views of others or pointing out assumptions................................................8
Bibliography...............................................................................................................................9

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Article referencing #1
Bhattacharyya, S.S., 2019. Development of an Integrated Model of Strategic
Alliance. Indian Journal of Industrial Relations, 54(3).
Stating own position
The position of the researcher is that of a strategic manager that deals with the manner
in which systems can be improved and a new approach can be maintained for ensuring that
permanent failure of work does not take place at any time.
Stating the view of the author
The view of the author is that strategic management is laden with concepts that can
help in the development of an organisation. It is necessary that every organisation becomes a
winner by ensuring that sustainable competitive advantage is maintained that can help in the
development of competencies within a firm. Environmental opportunities can also be
explored.
Discussing key areas addressed in the journal article
The key areas addressed in the journal includes strategic alliances is a reality and can
have a positive impact on the organisations based on the manner in which it helps in the
collaboration between organisations and other business entities. The development and use of
Resource based view model can help in the development of strategies in an organisation.
Identifying the knowledge gap addressed in the journal article
The knowledge gap addressed in the journal article includes that of the mismatch that
exists in a culture due to the development of strategic alliances. It is necessary to understand

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the manner in which strategies within an organisation are developed so that the application of
various models such as strategic models is placed.
Identifying the key findings of the journal article
The key findings of the report are that of the development of PESTEL model, which
helps to understand the factors that are involved in the development of strategic decisions.
The reduced value proposition helped in the development of alliances that lacked the due
diligence required for making a strong competent case for an organisation to form alliance
with one another. This provides the strengths of the article. At the same time, the weakness of
the article is that of the fact it focuses on only one company and not multiple.
Discussion of the academic and managerial contributions made by the article
The contribution made by the article can be attributed to the fact that the strategic
alliance of the article is based on the development of organisations and the manner in which
every organisation can cope up with the development of its potential.
Drawing conclusion from work of others
From the work of Albers, Wohlgezogen and Zajac (2016) conclusion can be drawn
that provides an analysis of the strategic factors that take place in an organisation. It is to be
noted that it is necessary for every organisation to ensure success with the proper application
of the strategic factors.
Agreeing with the views of others or pointing out assumptions
After analysing the two articles, it can be said that strategic management is important
for the development of an organisation and at the same time, it is necessary that alliances

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based on the development of factors be continued for the proper application of factors in an
organisation.
Article referencing #2
Mintzberg, H., 1987. Crafting strategy (pp. 66-75). Boston: Harvard Business Review.
Stating own position
The position of the researcher is that of a strategic manager. The researcher tries to
formulate strategies that are important for the development of an individual and thus, have to
ensure that proper development and understanding of theories related to strategic
development takes place.
Stating the view of the author
The author is of the view that strategic specialists are required for the development of
effective strategy that can help in maintaining the quantitative data for gaining a competitive
advantage in the market. The systematic analysis of competitors helps in the recognition of
the strength and weakness of a company and to ensure that explicit as well as full strategies
are made for the development of a strategic framework necessary for success.
Discussing key areas addressed in the journal article
The key areas of the journal are that of the importance of crafting strategies by
analysing the weakness and capabilities of an organisation. The formulation of strategies
brings people back to basics and thus, it can be said that the basics associated with the
strategies can bring about experience that can help in the development of strategic goals in an
organisation.

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Identifying the knowledge gap addressed in the journal article
The knowledge gap that can be taken into consideration is that of the fact that the
crafting of strategies is associated with the craftsman. In the modern world, such a
comparison may not be effective for the development of strategies and future plans so that
organisational development can take place. Hence, this can be considered as one area that
needs to be managed.
Identifying the key findings of the journal article
The key findings derived from the research are that it can be difficult identifying clear
patterns that are associated with learning and craftsmanship. The manner in which formal
strategies can be made may account for the fact that developing strategies can become a huge
impact for organisations. The strength of the article is that it defines and takes into
consideration the possibility of the application of each finding. The weakness relates to the
application of craftsmanship for strategies.
Discussion of the academic and managerial contributions made by the article
The academic contribution made by the article is that of the development and
application of strategies in the modern world. It is necessary to ensure that strategies be
applied in areas that require extra pressure and thus help in the development of learning
abilities.
Drawing conclusion from work of others
The work undertaken by Thompson, Strickland and Gamble (2015) proves that
strategy crafting can be an important part for the development of an organisation. Without
proper strategies, it can be difficult for organisations to understand the manner in which
competitive advantage can be gained.

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Agreeing with the views of others or pointing out assumptions
Based on the analysis, assumption can be made about the application of different
strategies and thus, help in finding the areas that can be useful for the development of an
organisation as well as for the development of the business.
Article referencing #3
Grundy, T., 2006. Rethinking and reinventing Michael Porter's five forces
model. Strategic Change, 15(5), pp.213-229.
Stating own position
The position of the researcher is that of identifying the competitive forces and the
manner in which each of the competitive forces can be considered as effective for the
development of strategies that can be undertaken for maintaining a proper analysis of
business.
Stating the view of the author
In the view of the author, the application of five-force model developed by Michael
Porter can be an influential factor for different business schools. However, it has been seen
that the model is not applicable in areas that require practical assistance. Thus, the article
helps in providing arguments based on the opportunities that can be derived by the use of
Porter’s five-force model in an effective manner.
Discussing key areas addressed in the journal article
The key area addressed in the article includes the reasons and factors that are behind
the improper application of Porter’s five-forces. The reasons include the facts that involve a
relatively abstract and highly analytical framework of the model that becomes difficult for

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people to understand. At the same time, the application of microeconomics more than
management has restricted its application in the managerial field.
Identifying the knowledge gap addressed in the journal article
The knowledge gap addressed in the journal article includes an analysis of the in the
modern world in which the application of Porter’s five-forces can help in the development of
managerial purpose so that an effective consideration can be made for its purpose in the
research field. It helps in analysing the contents associated with the application of the model.
Identifying the key findings of the journal article
The key findings from the journal article can be pointed to the fact that negative shift
in forces can be seen for the development of competitive advantage. At the same time,
significant cause can be used to ensure that decline in the volumes of production made by the
company becomes lower than the expected sales. The analysis can be considered as the
strength of the article. Along with this, the weakness of the article is that it fails to provide
examples about the application of the model.
Discussion of the academic and managerial contributions made by the article
The article can be used as a contributing factor for academic area by ensuring that its
importance and the application of Porter’s five-forces can help in the development of
strategies required for the proper development of an organisation. At the same time, the
strategies formed can be used to ensure that it helps in the identification of the factors that
need mitigation.

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Drawing conclusion from work of others
Conclusion from the research made by Sölvell (2015) stated that competitive
advantage helps in the development of new perspectives that are required for maintaining
strategies for managers to succeed.
Agreeing with the views of others or pointing out assumptions
It can be agreed that the use of business models like Porter’s five-force model can be
useful for organisations in order to gain idea based on its position in the market.

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Bibliography
Albers, S., Wohlgezogen, F. and Zajac, E.J., 2016. Strategic alliance structures: An
organization design perspective. Journal of Management, 42(3), pp.582-614.
Bhattacharyya, S.S., 2019. Development of an Integrated Model of Strategic Alliance. Indian
Journal of Industrial Relations, 54(3).
Grundy, T., 2006. Rethinking and reinventing Michael Porter's five forces model. Strategic
Change, 15(5), pp.213-229.
Mintzberg, H., 1987. Crafting strategy (pp. 66-75). Boston: Harvard Business Review.
Sölvell, Ö., 2015. The Competitive Advantage of Nations 25 years–opening up new
perspectives on competitiveness. Competitiveness Review, 25(5), pp.471-481.
Thompson, A., Strickland, A.J. and Gamble, J., 2015. Crafting and executing strategy:
Concepts and readings. McGraw-Hill Education.