Abstract
This paper discusses the intersection between entrepreneurship and strategic alliances and explores research opportunities related to this particular relationship. The paper contains four sections including background information relevant to entrepreneurship, research objectives, research methodology, and a conclusion with recommendations.

From the Paper
"The purpose of this report is to examine the nexus between the entrepreneurship and strategic alliance literature and to explore research opportunities related to this ..."

Tags:entrepreneurship, strategic alliances

Abstract
This paper examines Southwest Airlines' many identified weaknesses, such as poor short-term liquidity, lack of strategic alliances, and declining revenue yields. The paper asserts that it is imperative that the firm forms more strategic alliances, especially in the airline industries. The paper contends that the advantage of this is that the Southwest Airlines will then have a larger market share and, when collusion takes place, it is tantamount to acting like a monopoly, resulting in more profits in both the long and short run for the airline. The paper also suggests that the firm incorporate technology in its operations. To summarize, the paper suggests that both strategic alliances and the implementation of recommended technology will improve the business.

Outline:
Introduction
Incorporating Technology in its Operations: Increasing Strategic Alliances for Southwest
Benefits from Technology for Southwest Airlines
Conclusion

From the Paper
"Southwest Airlines can incorporate this aspect of operations by using its exceptional profit margin to gain acquire more cost efficient and technologically advanced assets. The Airbus 380 landed in Los Angeles International Airport which is one of the biggest and cost efficient jets, Southwest Airlines should be at the forefront in debuting improvements in technology like this one to leverage alliances and increase the choices for consumers. Southwest currently uses Boeing 737s because it does smaller frequent flights from city to city. However increased technology can be achieved with upgrades to the current fleet or an introduction of fixed assets."

Tags:airplane, flight, industry, technology, strategic, alliance

Abstract
This paper identifies the salient factors that must be taken into account in developing and sustaining strategic alliances for at home and abroad. The World Air Cargo Organization (WACO) alliance is presented as a classic example of how strategic alliances have been used to good effect by local companies in establishing a multinational network that can compete in an increasingly globalized marketplace. The paper reviews the literature to identify factors that lead to long-term, profitable alliances.

Table of Contents:
Executive Summary
Introduction to the Organization
Literature review on Strategic Alliances
Environment Analysis (External and Internal)
Analysis of Existing Strategic Alliances
Identification of Activities Contributing to the Development of Competitive Advantage
Identification of Alternative Strategic Alliances that will Complement and Enhance the Company's Competitive Position
Choice of Solutions and Justification

From the Paper
"In some industries, though, this level of insight may not be possible or may be flawed at any given point in time because of a dearth of timely information concerning what others are doing. As Greenwald and Kahn point out, the choice of solutions for a given company at a given point in time would largely relate to what information was available upon which to formulate a best estimate."

Tags:cross-border, competition, multinational, complementary, information

Abstract
This paper discusses the benefits and risks of strategic alliances in industry, focusing on the software industry. It describes partnerships that have created a new enterprise together and sets out the benefits and risks of partnering with a potential competitor. The paper concludes that it is clear that the risks of entering into any alliance can be just as great if not greater than creating the specific product or solution on one's own.

Executive Summary
Analyzing Strategic Alliances in the Enterprise Software Industry
Creating Innovation in Partnerships
Strategic Alliances Require External and Internal Environmental Analysis to Succeed
Managing Strategic Alliances
Conclusion

From the Paper
''Enterprise software applications enable companies to coordinate and synchronize the many processes, systems and roles in their organizations in support of strategic plans and objectives. Designed for the most common processes and system integration areas, there are many outlying processes enterprise software companies do not address due to how niche-oriented and small in terms of market potential they are. As a result, strategic alliances and partnerships form the foundation of nearly every enterprise software solution in operation today. Not only do the complexity and depth of these unmet enterprise-based needs continue to serve as a catalyst for strategic alliances and partnerships, they have led to Oracle choosing to play the role of industry consolidator, acquiring over three dozen companies in four years. Still even with this aggressive acquisitions strategy, the unmet needs of companies needing enterprise software to streamline their internal processes, systems and approaches to serving the market are not being met. Paradoxically Oracle is discovering that the greater the depth of need the more the criticality of strategic alliances.''

Tags:dependent, solution, potential

Abstract
This paper examines how strategic alliances in a global marketplace arguably entail the need for greater attention and how, in addition to the difficult task of managing the relationships, there are not only corporate cultures to negotiate, but national ones as well that have an effect on the workings of a B2B strategic alliance. It looks at how the oldest players in the arena of B2B strategic alliances are the international transport companies and how, even before globalization became a catch-phrase, these companies were dealing in essential and strategic ways with their counterparts on other continents. The paper discusses transport companies' experiences with B2B strategic alliances.

Outline:
Executive Summary
Introduction
Problems in Strategic B2B International Transport Alliances
Complex Relationships in International Transport
Literature Review
How International Transport Works
Conclusion

From the Paper
"Dussauge and Garrett found that, in studying international strategic alliances, various organizational structures and various levels of economic performance of the partners contributed to the longevity and success of the alliance. They also noted that the technical quality of the alliance was not affected by whether the alliance was unstructured or semi-structured; those factors influenced the sales and marketing functions more than they influenced the technical aspects of the alliance. Nonetheless, these authors did conclude that what produces enhanced economic performance is the achievement, before entering into the alliance, of a satisfactory level of technical quality. They found it was also essential to choose the proper partner in the alliance."

Tags:globalization, knowledge

Abstract
This paper examines how in today's globally competitive environment it is almost impossible to survive without the use of strategic alliances to some degree. It explores the nature of strategic alliances including, the forms of relationships, motives for creating alliances using real world examples, suggestions on how to effectively develop and manage a growing portfolio of alliances and the potential barriers and pitfalls. It also outlines the many lucrative opportunities and benefits companies could anticipate through successful alliance acquisition and management practices.

From the Paper
"The task of identifying and creating valuable strategic alliances can be a daunting endeavor for many businesses. The MIT Sloan Management Review article titled, "How to Make Strategic Alliances Work", suggests the use of a dedicated strategic alliance function to effectively manage and reap superior benefits from partnerships. "The dedicated function coordinates all alliance-related activity within the organization and is charged with institutionalizing processes and systems to teach, share and leverage prior alliance-management experience and know-how throughout the company." This is a very resource intensive strategy, although necessary in some business environments."

Tags:partnership, venture

Abstract
The paper focuses on Cincom Systems and analyzes the company's partnerships and strategic alliances in the enterprise software marketplace. The paper provides a literature review on strategic alliances and offers an external and internal environmental analysis of Cincom. The paper also discusses Cincom's mediocre performance with partnerships and strategic alliances based on a vertical market strategy and considers potential solutions. The paper concludes that Cincom should partner with Microsoft at the technological level for their Microsoft Office SharePoint Server (MOSS) platform.

From the Paper
"Enterprise software applications enable companies to coordinate and synchronize the many processes, systems and roles in their organizations in support of strategic plans and objectives. Designed for the most common processes and system integration areas, there are many outlying processes enterprise software companies do not address due to how niche-oriented and small in terms of market potential they are. As a result, strategic alliances and partnerships form the foundation of nearly every enterprise software solution in operation today. Oracle's reliance on strategic alliances is evident in the 6,500 developers currently supporting their next-generation Service-Oriented Architecture (SOA) platform called Fusion, and their archrival SAP's reliance on partnerships and strategic alliances to expand the company's reach into manufacturing and process industries."

Tags:partners, value, trust, collaboration, Microsoft

Abstract
The paper discusses the increasing use of outsourcing and strategic alliances. The paper explains that this is due to cost pressures, weak economic conditions and rapid advancements in communication technology which have completely changed businesses by erasing geographic borders. The paper shows how the benefits of the two strategic directions discussed are real and through careful planning and implementation, with both internal and external factors considered, organizations can gain a competitive advantage.

Outline:
Executive Summary
Introduction
Organization Change as a Result of Outsourcing and Strategic Alliances
Conclusion

From the Paper
"Outsourcing and strategic alliances do not impact all organizations alike. There are major differences in the amount of change and adaptation required, depending on many factors. Two categories of change can be identified - incremental and transformational. Incremental change is part of the organization's natural evolution in building on the existing ways of operating to enhance or extend them in new directions. It is a smooth process that molds on the existing organization, pushing for change slowly. Transformational change is more radical, resulting in a major overhaul of the organization or its component systems. The organization is constrained to adapt to a large amount of novelty."

Tags:internal, external, factors, incremental, transformational

Abstract
This paper discusses strategic alliances in the airline industry, which include partnering not only with other airlines, but also with other businesses related to the airline such as travel agents and food services. The paper relates that this strategy could mean higher ticket prices and more waiting time. The author feels that airlines who form strategic alliances will be more likely to improve their bottom line. This paper includes a SWOT Analysis.

From the Paper
"The airline industry faces some tough issues and must work fast to come up with creative solutions to their problems. Currently, they are attempting short-term measures such as reducing the number and frequency of flights, laying off employees and other cost cutting measures in an attempt to ride out the storm. However, these measures are not sustainable and, if the situation does not turn around, some will simply cease to exist. One of the strategies the industry is using is strategic alliances. They are sharing resources; this new level of sharing may improve service for the customers of all of the airlines and may benefit everyone involved."

Tags:travel, agents, services, prices, waiting, bottom, line, profit, margins, swot

Abstract
This paper examines the cross-sector alliances that educators are beginning to take part of in an effort to enhance the basic educational service of the school system. The paper explains the purpose and advantages of such cross-sector alliances as well as how these alliances may evolve as their numbers continue to grow.

From the Paper
"Cross-sector alliances have become important mechanisms that can be used for the purpose of increasing the degree of service in public education. The three important economic sectors like 'non-profit', 'for-profit', and 'public', are today increasingly involved in different partnerships with several charter schools, and also identify the several benefits and advantages that charter schools derive from indulging in partnerships with other organizations, thus demonstrating the importance of partnerships and alliances between schools and other organizations. It is a fact that the public sector has been providing social services for more than a hundred years, as of today, and it has come to be acknowledged as one of the most reliable and trustworthy sectors that is generally responsible for providing broad and uniform services for the large number of low-income households."

Tags:educational, reform, transform, effective, efficient, learning, communities, shared, responsibilities