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dc.contributor.authorK. Chathoth, Prakash
dc.contributor.editorMichael Olsen, Jinlin Zhao, Abraham Pizam
dc.date.accessioned2018-01-11T04:21:34Z
dc.date.available2018-01-11T04:21:34Z
dc.date.issued2008
dc.identifier.isbn9780080450797en_US
dc.identifier.doi10.1016/B978-0-08-045079-7.00010-7en_US
dc.identifier.urihttp://hdl.handle.net/10072/39550
dc.description.abstractStrategic alliances have been increasingly used by firms over the past three decades as a key source of competitive advantage (Chathoth and Olsen, 2003; Hagedoorn, 1996). Cooperative strategies have grown in importance as firms expand and innovate (Insch and Steensma, 2006). Firms have used the networking strategy to sustain their competitiveness and address the challenges they confront in their business environment. In order to address the business risks associated with investments, firms need to identify appropriate strategies to manage these risks and ensure that the strategies they implement result in long-term returns. This is even more the case in an international setting when the risk exposure of firms is higher. This is why alliances with international firms provide a basis to mitigate such risks.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherButterworth-Heinemannen_US
dc.publisher.placeOxford, United Kingdomen_US
dc.relation.ispartofbooktitleHandbook of Hospitality Strategic Managementen_US
dc.relation.ispartofchapter10en_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom215en_US
dc.relation.ispartofpageto231en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchHospitality Managementen_US
dc.subject.fieldofresearchcode150402en_US
dc.titleStrategic Alliances in the Hospitality Industryen_US
dc.typeBook chapteren_US
dc.type.descriptionB1 - Book Chapters (HERDC)en_US
dc.type.codeB - Book Chaptersen_US
gro.date.issued2014-10-20T01:52:19Z
gro.hasfulltextNo Full Text


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