Strategies to Sustain Food and Beverage Businesses in West Africa Through Alliances and Partnerships
Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Matthew M. Knight
Abstract
Over 50% of strategic alliances fail, impacting business growth and sustainability. Some food and beverage firm leaders in West Africa lack strategies to sustain or grow their businesses through alliances and partnerships. Grounded in Coase and Williamson’s transactional cost theory, the purpose of this qualitative single case study was to explore the alliance and partnership strategies that business leaders of food and beverage firms in West Africa use to sustain their businesses. The participants comprised six senior leaders of a food and beverage firm in West Africa, which has been successful in interfirm partnerships. Data were collected from semistructured interviews and reviews of company documentation. Yin’s four principles, thematic analysis, and methodological triangulation were used to analyze the data. Three themes emerged: analyzing the relevance and opportunity for alliances and partnerships, thorough preparation, and efficient implementation promoting a win–win approach. A key recommendation is for organization leaders to create an environment of transparency, trust, and excellent relationships with their partners. The implications for positive social change include the potential for job creation and securing quality product affordability to consumers, entrepreneurship opportunities for local communities to collaborate with and learn from global firms, and improved tax revenue for local community development.
Recommended Citation
Aka, Serge, "Strategies to Sustain Food and Beverage Businesses in West Africa Through Alliances and Partnerships" (2023). Walden Dissertations and Doctoral Studies. 14807.
https://scholarworks.waldenu.edu/dissertations/14807
