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| Format: | Recurso digital |
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Zenodo
2025
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| Online Access: | https://doi.org/10.5281/zenodo.16420503 |
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Table of 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>