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020 _a9781119335689
_q(electronic bk. ;
_qoBook)
020 _a111933568X
_q(electronic bk. ;
_qoBook)
020 _a1119335663
_q(electronic bk.)
020 _a9781119335665
_q(electronic bk.)
020 _z1786300974
020 _z1119335671
020 _z111933568X
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035 _a(OCoLC)993686755
035 _a(OCoLC)ocn993686755
037 _a1020887
_bMIL
039 9 _a201911041636
_bros
_y09-18-2019
_zhafiz
_wUKM UBCM Wiley MARC (363 titles).mrc
_x343
040 _aIDEBK
_beng
_epn
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049 _aMAIN
050 4 _aHD69.S8
082 0 4 _a658/.04
_223
100 1 _aSaid, Karim.
245 1 0 _aAsymmetric alliances and information systems :
_bissues and prospects /
_cKarim Sa✹, Fadia Bahri Korbi.
260 _aHoboken :
_bWiley,
_cò017.
300 _a1 online resource (160 pages).
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
490 1 _aAdvances in information systems set ;
_vv. 7
504 _aIncludes bibliographical references and index.
505 0 _aCover -- Half-Title Page -- Title Page -- Copyright Page -- Contents -- Introduction -- PART 1. Specificities of IS within Asymmetric Alliances -- Introduction to Part 1 -- 1. Strategic Alliances versus Asymmetric Alliances -- 1.1. Strategic alliances -- 1.1.1. Definition -- 1.1.2. Organizational forms -- 1.1.3. Objectives set by the partners -- 1.2. Asymmetric alliances -- 1.2.1. Definition -- 1.2.2. Criteria for organizational and strategic asymmetry -- 1.2.3. Criteria for managerial asymmetry: the governance model -- 1.2.4. Geographic and sociocultural asymmetry criteria -- 2. Management Specificities of North and South Asymmetric Alliances -- 2.1. Definition -- 2.2. Organizational form -- 2.3. Strategic objectives of partners -- 2.4. Nature of pooled resources -- 2.5. Managerial system and control mechanisms -- 3. Alliance Governance by IS -- 3.1. Information systems (IS) -- 3.1.1. Definition -- 3.1.2. Possible applications -- 3.2. Interorganizational information systems (IOIS) -- 3.2.1. Definition -- 3.2.2. Possible applications for IOIS -- 3.3. Analysis of the role of IS in the management of strategic alliances -- 3.3.1. Formal governance tool -- 3.3.2. Informal governance tool -- PART 2. The Role of IS in the Management of an Asymmetric Alliance: Four Case Studies -- Introduction to Part 2 -- 4. Case ALPHA -- 4.1. Characteristics of alliance ALPHA -- 4.1.1. Organizational form of the alliance -- 4.1.2. Ends sought by each party -- 4.1.3. Resources dedicated by both parties -- 4.1.4. Perimeter of activity of the alliance -- 4.1.5. Governance model for the alliance -- 4.2. The role of IS in the management of alliance ALPHA -- 5. Case DELTA -- 5.1. Characteristics of alliance DELTA -- 5.1.1. Organizational form of the alliance -- 5.1.2. Ends sought by each party -- 5.1.3. Resources committed by the partners.
505 8 _a5.1.4. Perimeter of activity of the alliance -- 5.1.5. Governance model of the alliance -- 5.2. Role of IS in managing alliance DELTA -- 6. Case KAPPA -- 6.1. Characteristics of alliance KAPPA -- 6.1.1. Organizational form of the alliance -- 6.1.2. Ends sought by both partners -- 6.1.3. Resources committed by the partners -- 6.1.4. Perimeter of activity of alliance KAPPA -- 6.1.5. Governance model of the alliance -- 6.2. The role of IS in managing alliance KAPPA -- 7. Case IOTA -- 7.1. Characteristics of alliance IOTA -- 7.1.1. Organizational form of the alliance -- 7.1.2. Ends sought by each party -- 7.1.3. Resources committed by the partners -- 7.1.4. Perimeter of activity of the alliance -- 7.1.5. Governance model of the alliance -- 7.2. Role of IS within alliance IOTA -- Conclusion: The Role of IS in Managing Asymmetric Alliances -- Bibliography -- Index -- Other titles from iSTE in Information Systems, Web and Pervasive Computing -- EULA.
520 _aThis book explores the impact of information systems on the management of North-South asymmetric strategic alliances through a series of in-depth case studies which analyze different types of partnerships. Positioned at the heart of the value creation process, the choice of information system seems to be becoming a strategic issue which should be centered not only on the organizational decisions related to the type of alliance but also the management systems of each of the partners. The authors provide an understanding of the nature of this relationship between the organizational structure and the method of information system integration in asymmetric alliances. The in-depth analysis of strategic alliance case-studies illustrates the different methods of information system integration, which are themselves linked to the organisational and structural choices of the alliance. These methods are characterized by information-sharing and coordination mechanisms as well as the balance of control over shared activities developed by the distinct partners.
588 0 _aPrint version record.
650 0 _aStrategic alliances (Business)
650 0 _aBusiness networks.
650 7 _aCOMPUTERS
_xInformation Technology.
_2bisacsh
650 7 _aBusiness networks.
_2fast
_0(OCoLC)fst00842802
650 7 _aStrategic alliances (Business)
_2fast
_0(OCoLC)fst01134349
655 4 _aElectronic books.
700 1 _aKorbi, Fadia Bahri.
773 0 _tWiley e-books
830 0 _aAdvances in information systems set ;
_vv. 7.
856 4 0 _uhttps://eresourcesptsl.ukm.remotexs.co/user/login?url=https://doi.org/10.1002/9781119335689
_zWiley Online Library
907 _a.b16758419
_b2022-11-22
_c2019-11-12
942 _n0
914 _avtls003651498
998 _ae
_b2019-05-09
_cm
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_y0
_z.b16758419
999 _c643728
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