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Les alliances comme stratégies de combinaisons : : le cas des transports aérien et ferroviaire

Abstract : Alliance strategies are usually presented as a way to access resources a firm doesn’t own. Combined with the internal resources of the firm, these network resources create value to develop its competitive advantage. Other determinants of these strategies exist (economies of scale, learning, etc.), but each time resources can be used as a theoretical framework. Developing alliances would therefore mean developing a strategy that consists in combining different resources. But recent studies have shown that analyzing alliances only in terms of resources was simplistic. Other elements can be combined and it is important to understand their specificities. Playing with the units and the levels of analysis and using the concept of combination as a thread, we propose to explore alliances from different angles: alliance portfolios (combination of alliances), coopetition (combination of relational modes), alliances redefining market boundaries (combination of markets) and finally bundling strategies (combination of products). Structured around four articles, this PhD thesis aims at understanding the links between these different combination strategies. This study is realized in the air transport industry in which these different forms of combinations are used by firms. We begin by studying the evolution of an alliance portfolio over the firm life cycle. Then we construct (using abduction) a typology of coopetitive agreements by introducing activity and organizational levels. Next, we analyze how the convergence of markets can contribute to the rebalancing of power within alliances. The last section provides a summary of the literature on bundling while emphasizing its strategic dimension. Based on these articles, we reveal that these combination strategies can be complementary. We highlight different levels of complexity, noting that some alliances are actually arrangements of several forms of combinations. Furthermore, we show that all types of alliances do not appear at the same time in the focal firm life cycle. We conclude that these different forms of combinations allow the firm to implement a more comprehensive alliance portfolio management.
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Submitted on : Tuesday, June 13, 2017 - 11:09:28 PM
Last modification on : Friday, October 23, 2020 - 4:56:26 PM
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  • HAL Id : tel-01538684, version 1



Paul Chiambaretto. Les alliances comme stratégies de combinaisons : : le cas des transports aérien et ferroviaire. Gestion et management. Ecole polytechnique X, 2013. Français. ⟨NNT : 2013EPXX129⟩. ⟨tel-01538684⟩



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