An investigation into factors considered by firms when entering into strategic alliances a case study of the Kenya institute of Management
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Date
2008Author
Mutinda, Bernadette
Type
ThesisLanguage
enMetadata
Show full item recordAbstract
The purpose of this study was to investigate the factors that companies consider when entering
into strategic alliances, the case study of The Kenya Institute of Management, KIM. Of particular
interest was the reasons why formed strategic alliances and the factors that led to success of such
alliances.
The study targeted the directors and managers of the Kenya Institute of Management. These
included four directors and six chief managers directly involved in the contract negation as well
as 15 managers directly responsible for the implementation and management of strategic alliance
products and therefore had direct access to information on the general operation of such
alliances. Questionnaires were used to collect data while SPSS was used to analyze data into
percentages and means. The analyzed data was presented using tables.
The main findings of the study were that KIM entered into strategic alliances mainly to gain
access to new markets and to enhance its financial stability. On the other hand the the main
factors attributed to the success of alliances in KIM were clear communication with strategic
partners and a culture of thorough partner evaluation before forming any strategic alliances. The
study also established that lack of coordination between management of teams of the strategic
partners and a lack of commitment by the partners were the leading factors why previous
alliances in KIM failed
Sponsorhip
The University of NairobiPublisher
School of Business ( SOB )
Subject
factors considered by firms when entering into strategic alliancesKenya institute of management