Dissertation Topics Samsung
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Possible Dissertation Topics
The topic is chosen from one of your modules, such as an aspect of marketing,management or Human Resource Management but it must be different to the assignment submitted for the Research Methods Module (PGBM30).
The topic must be a recognised area of business or management which is either empirically based: a study that uses primary and secondary data to answer the research questions or organization-related:
for example, exploring an organization based problem and then investigating and developing possible solutions.
Some recent examples of topics were:
Maslow as a factor of succession
Marketing communications and brand association
Traditional and new market entry methods in fashion retailers
International business alliances
Female leadership
Impact of hiring international managers
NB//KINDLY YOU CAN DEVELOP YOUR TOPIC BASED ON ONE OF THE GIVEN TOPIC EXAMPLES
YOUR PROPOSAL SHOULD JUST BRIEFLY COVER:
need to identify topic research objectives , LR and methodology as well as any other relevant element
THE LOGIC OF STRATEGIC ALLIANCES IN GLOBAL BUSINESSES: A CASE OF SAMSUNG ELECTRONICS
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THE LOGIC OF STRATEGIC ALLIANCES IN GLOBAL BUSINESS: A CASE OF SAMSUNG ELECTRONICS
1.0 Introduction
1.1 Background to the Study
The rising number of strategic alliances is one of the most prominent themes in international business, today. According to Robson, Katsikeas and Bello (2008), strategic alliances are increasingly becoming a common phenomenon nearly in every industry and they are becoming a crucial driver of corporate growth. Strategic alliances span from informal business relations anchored on simple contracts to a joint venture where a partnership or corporation is set up basing on legal and tax requirements in order to manage the alliance (Child, Faulkner & Tallman, 2005). Companies that operate in the international market continue to view alliances as attractive tools that can be used to grow and amplify their portfolio. Consequently, unprecedented numbers of strategic alliances have been forged in the international environment in the last two decades. A notable trait of the new phenomenon has been the rising diversity of inter-corporation alliances. Alliances allow firms to combine their energies for various reasons, including: sharing knowledge, expenses, expertise and gain entry into new markets as well as gaining competitive edge (Nielsen & Nielsen, 2009) Dissertation Topics Samsung. In addition, a strategic alliance may convert a potential or actual market rivals into business partners working together towards a common objective. The application of strategic alliance has become widespread, especially for corporation that are globalizing their operations. As a result, the use of strategic alliance will continue to gain foothold in the 21st century.
1.2 Research Objectives
To determine the impact of international strategic alliances on corporate performance
To find out why collective competition is becoming commonplace in today’s business environment
To establish the hurdles that strategic alliances experience in the global market
To identify possible solutions to the challenges facing international strategic alliances
1.3 Research Questions
Is there an impact of international strategic alliance on the performance of a corporation?
What is the benefit of collective competition in international business?
Do international strategic alliances encounter challenges?
What are the possible solutions to the hurdles that international business alliances experience?
2.0 Literature Review
In the current marketplace, strategic alliances have increasingly become popular and this phenomenon will continue to growth for the better part of the 21st century due to changing behavior of international markets. They offer corporations with multiple benefits such as sharing of expenses and risks, access to wider markets, synergistic impacts of shared expertise and knowledge as well as competitive advantages (Dong & Glaister, 2006). As a firm enters into a strategic alliance; it requires exercising some level of caution and considering some risks. However, as globalization continues to take root, strategic alliances continue to become a key component that drives global marketplace competition and corporations cannot simply ignore it.
The last two decades have seen substantial growth in strategic alliances across the globe, paralleling the rise in cross- border acquisitions and mergers. The number of alliances in the international markets – which include a wide array of inter-firm connections, including cooperative research, marketing, production and joint ventures – has rose more than tenfold between 1990 and 2009 Dissertation Topics Samsung. Firms from OECD (Organization for Economic Cooperation and Development) nations dominate these international alliances, although during the 1990s, firms from emerging economies in Asia joined the race (Hill, 2008). Currently, firms are forging alliances across a wide range of areas, including, but not limited to computers and electronic equipment, fiscal and business services, and chemicals and pharmaceutical products. Most companies form international alliances for R&D and joint marketing instead of production; this partly indicate the growing significance of service corporations in global alliances. Firms are opting for international alliances in order to enter into the international marketplace.
Strategic alliances is the most suitable form of internationalization since it offer companies with the much- needed strategic flexibility, allowing them to react to the emergence of new rivals and changing market environments (Chang, Chen & Lai, 2008). They are prompted by an array of motives such as economizing on research and production costs, improving market visibility and accessing intangible assets, including knowledge of the markets and managerial skills. In high technology industries such as pharmaceuticals, time lags to commercialization and rising costs of research are driving alliances. In general, strategic alliances are driven by economic needs of international markets, the fast-changing technologies as well as the opportunities offered by liberalization and government deregulation initiatives Dissertation Topics Samsung.
3.0 Research Methodology
In this study, the researcher will apply both qualitative and quantitative research methodologies. Qualitative design will enable the research to gather descriptive data, while quantitative design will allow the researcher to assign numerical values to the variables. In addition, the study will involve the use of non-experimental techniques. Consequently, the researcher will apply multistage sampling techniques in order to interrogate the impact of international strategic alliances on corporate performance. The researcher will collect data by administering likert scale questionnaires to Samsung employees and the employees of 5 other corporations as well as carrying out oral interviews on Samsung top management. Dissertation Topics Samsung The research will pot to employ the use of questionnaires in the study because they are easier to administer to a wide range of respondents (Berg & Lune, 2004). In addition, questionnaires give respondents adequate time to evaluate the research questions before providing their reactions. In this regard, the researcher will administer 100 questionnaires randomly to employees working in 5 corporations (DMI, Microsoft, Kodak, Hewlett- Packard and Mitsubishi Electronics) that engage in international joint ventures with Samsung Electronics. These questionnaires will be emailed to the identified participants. The research will further invoke the use of oral interviews in order to collect personal attitudes and opinions regarding the subject under focus. The interviews will be conducted the CEOs of the selected six corporations that engage in international joint venture in the telecommunication industry. SPSS will be used to analyze data.
Bibliography
Berg, B. L., & Lune, H. 2004. Qualitative research methods for the social sciences (Vol. 5). Boston: Pearson.
Chang, S. C., Chen, S. S., & Lai, J. H. 2008. The effect of alliance experience and intellectual capital on the value creation of international strategic alliances. Omega, 36(2), 298-316.
Child, J., Faulkner, D., & Tallman, S. 2005. Cooperative strategy: Managing alliances, networks, and joint ventures. OUP Catalogue.
Dong, L., & Glaister, K. W. 2006. Motives and partner selection criteria in international strategic alliances: Perspectives of Chinese firms. International Business Review, 15(6), 577-600.
Hill, C. 2008. International business: Competing in the global market place. Strategic Direction, 24(9).
Nielsen, B. B., & Nielsen, S. 2009. Learning and innovation in international strategic alliances: An empirical test of the role of trust and tacitness. Journal of Management Studies, 46(6), 1031-1056.
Robson, M. J., Katsikeas, C. S., & Bello, D. C. 2008. Drivers and performance outcomes of trust in international strategic alliances: The role of organizational complexity. Organization Science, 19(4), 647-665. Dissertation Topics Samsung
