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The integration of intangible resources in strategic co-operations among container lines: Implications for post strategic co-operation performance

Citation

Sigera, IA and Cahoon, S, The integration of intangible resources in strategic co-operations among container lines: Implications for post strategic co-operation performance, Proceedings of the International Association of Maritime Economists 2012 Conference, 5-8 September 2012, Taipei, Taiwan, pp. 1-16. (2012) [Refereed Conference Paper]


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Abstract

Container lines continue to be a major transport mode linking most markets in global trade. To cater for growing customer demands, container lines have adopted various approaches such as forming strategic co-operations to achieve rapid growth and provide efficient services through the integration of resources. The spectrum of strategic co-operations among container lines varies from loose-knitted slot charters, liner conferences, shipping alliances, joint services and consortia, through to mergers and acquisitions. However, these forms of strategic co-operations have not always been able to achieve the intended synergetic growth resulting from the integration of tangible and intangible resources.

As opposed to tangible resources, the resource based view (RBV) suggests that the integration of intangible resources significantly contributes to the post strategic co-operation perfonnance of firms. The objective of this paper is to investigate the contribution of intangible resources to the performance of post strategic co-operations of container lines. The design used for this study is a two stage methodology enabling both quantitative and qualitative research approaches. The two stage approach identifies firstly the views of senior managers on the importance of intangible resources and secondly how intangible resources are integrated in strategic co-operations among container lines. This paper highlights the outcomes of the first stage which was conducted via an exploratory mail survey. The sample consists of 47 senior managers attached to regional offices of leading global container lines and their agents in Colombo, Sri Lanka. The findings of the second stage, which was conducted by 36 in-person interviews, are explored in greater depth with a particular focus on (i) the extent that intangible resources are integrated in container lines, (ii) an assessment of the organisational and economic performance of container lines in their post strategic co-operations.

Item Details

Item Type:Refereed Conference Paper
Keywords:strategic co-operations, intangible resources, container lines, empirical study
Research Division:Commerce, Management, Tourism and Services
Research Group:Transportation and Freight Services
Research Field:Transportation and Freight Services not elsewhere classified
Objective Division:Economic Framework
Objective Group:Microeconomics
Objective Field:Human Capital Issues
Author:Cahoon, S (Dr Stephen Cahoon)
ID Code:83788
Year Published:2012
Deposited By:NC Ports and Shipping
Deposited On:2013-03-22
Last Modified:2015-03-27
Downloads:4 View Download Statistics

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