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2025
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| Online Access: | https://doi.org/10.5281/zenodo.16420503 |
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| author | Mamajonova Mukhlisakhon Muzaffar kizi |
| author_facet | Mamajonova Mukhlisakhon Muzaffar kizi |
| contents | <p>This paper examines how strategic alliance networks create competitive advantages for emerging universities<br>pursuing rapid internationalization. Using New Uzbekistan University’s simultaneous partnerships with MIT and Technical<br>University of Munich as a case study, the research applies network theory and strategic management frameworks to<br>analyze multi-partner collaboration models. Findings reveal that dual elite partnerships generate synergistic effects<br>exceeding single alliances through four mechanisms: complementary capability access, reputation spillovers, network<br>bridging, and resource leverage. The MIT partnership provides innovation ecosystem access and pedagogical expertise,<br>while TUM collaboration enables systematic quality frameworks and European network integration. Presidential Decree<br>PQ-151’s support mechanisms amplify partnership benefits through co-funding requirements and regulatory flexibility. The<br>study contributes to strategic management literature by demonstrating how emerging market organizations can overcome<br>latecomer disadvantages through carefully orchestrated alliance portfolios. Practical implications include frameworks for<br>partner selection, integration management, and performance measurement in complex multi-stakeholder environments</p> |
| format | Recurso digital |
| id | zenodo_https___doi_org_10_5281_zenodo_16420503 |
| institution | Zenodo |
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| publishDate | 2025 |
| publisher | Zenodo |
| record_format | zenodo |
| spellingShingle | Strategic alliance networks as competitive advantage: evidence from mit-tum partnership model at new Uzbekistan university Mamajonova Mukhlisakhon Muzaffar kizi <p>This paper examines how strategic alliance networks create competitive advantages for emerging universities<br>pursuing rapid internationalization. Using New Uzbekistan University’s simultaneous partnerships with MIT and Technical<br>University of Munich as a case study, the research applies network theory and strategic management frameworks to<br>analyze multi-partner collaboration models. Findings reveal that dual elite partnerships generate synergistic effects<br>exceeding single alliances through four mechanisms: complementary capability access, reputation spillovers, network<br>bridging, and resource leverage. The MIT partnership provides innovation ecosystem access and pedagogical expertise,<br>while TUM collaboration enables systematic quality frameworks and European network integration. Presidential Decree<br>PQ-151’s support mechanisms amplify partnership benefits through co-funding requirements and regulatory flexibility. The<br>study contributes to strategic management literature by demonstrating how emerging market organizations can overcome<br>latecomer disadvantages through carefully orchestrated alliance portfolios. Practical implications include frameworks for<br>partner selection, integration management, and performance measurement in complex multi-stakeholder environments</p> |
| title | Strategic alliance networks as competitive advantage: evidence from mit-tum partnership model at new Uzbekistan university |
| url | https://doi.org/10.5281/zenodo.16420503 |