An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance
The evolution of economic globalization undoubtedly promotes the strategic alliance among companies. The development of enterprises is no longer limited to national boundaries, but is seeking new ways to constantly expand themselves and adapt to the trend of economic integration. Initially, the main...
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
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2018
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| Online Access: | https://eprints.nottingham.ac.uk/53727/ |
| _version_ | 1848798980088004608 |
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| author | Li, Mingke |
| author_facet | Li, Mingke |
| author_sort | Li, Mingke |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | The evolution of economic globalization undoubtedly promotes the strategic alliance among companies. The development of enterprises is no longer limited to national boundaries, but is seeking new ways to constantly expand themselves and adapt to the trend of economic integration. Initially, the main purpose of the cooperation between enterprises is to enter new markets, but gradually strategic alliances became the means for enterprises to constantly innovate in terms of marketing, technology and distribution. These phenomena also occur in automotive industry, which is an important industry to measure a country's development level and is the leading industry of economic globalization. An automotive company has different motivations when it enters different markets, and many theories such as resource-based view, can explain why companies use strategic alliances. In order to develop a successful strategic alliance, many factors need to be considered, such as economic, political and cultural environment, power relations between the two companies and technical differences.
In this dissertation, Fiat-Tata alliance and Fiat-Chrysler alliance are taken as case studies to analyze the motivations of building strategic alliance in different markets, and some factors that can influence the success of strategic alliance. The dissertation elaborates the differences of motivations for companies forming strategic alliance in emerging and developed markets. It also summarizes some key factors that can influence the success of strategic alliance such as partner selection and car culture. |
| first_indexed | 2025-11-14T20:28:23Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-53727 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T20:28:23Z |
| publishDate | 2018 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-537272022-03-14T10:45:58Z https://eprints.nottingham.ac.uk/53727/ An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance Li, Mingke The evolution of economic globalization undoubtedly promotes the strategic alliance among companies. The development of enterprises is no longer limited to national boundaries, but is seeking new ways to constantly expand themselves and adapt to the trend of economic integration. Initially, the main purpose of the cooperation between enterprises is to enter new markets, but gradually strategic alliances became the means for enterprises to constantly innovate in terms of marketing, technology and distribution. These phenomena also occur in automotive industry, which is an important industry to measure a country's development level and is the leading industry of economic globalization. An automotive company has different motivations when it enters different markets, and many theories such as resource-based view, can explain why companies use strategic alliances. In order to develop a successful strategic alliance, many factors need to be considered, such as economic, political and cultural environment, power relations between the two companies and technical differences. In this dissertation, Fiat-Tata alliance and Fiat-Chrysler alliance are taken as case studies to analyze the motivations of building strategic alliance in different markets, and some factors that can influence the success of strategic alliance. The dissertation elaborates the differences of motivations for companies forming strategic alliance in emerging and developed markets. It also summarizes some key factors that can influence the success of strategic alliance such as partner selection and car culture. 2018-09-05 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/53727/1/Dissertation%20Mingke%20Li.pdf Li, Mingke (2018) An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance. [Dissertation (University of Nottingham only)] Keywords: strategic alliance; success factor; Fiat-Tata alliance; Fiat-Chrysler alliance |
| spellingShingle | Keywords: strategic alliance; success factor; Fiat-Tata alliance; Fiat-Chrysler alliance Li, Mingke An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance |
| title | An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance |
| title_full | An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance |
| title_fullStr | An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance |
| title_full_unstemmed | An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance |
| title_short | An analysis of Strategic Alliances in Automotive Industry: Case Study of Fiat-Tata Alliance and Fiat-Chrysler Alliance |
| title_sort | analysis of strategic alliances in automotive industry: case study of fiat-tata alliance and fiat-chrysler alliance |
| topic | Keywords: strategic alliance; success factor; Fiat-Tata alliance; Fiat-Chrysler alliance |
| url | https://eprints.nottingham.ac.uk/53727/ |