Authors: Peter W. Moroz; Bob Kayseas; Robert B. Anderson
Addresses: Hill/Levene Schools of Business, University of Regina, 3737 Wascana Parkway, Regina, SK, Canada ' First Nations University of Canada, 1 First Nations Way, Regina, SK, S4S 7K2, Canada ' Hill/Levene Schools of Business, University of Regina, 3737 Wascana Parkway, Regina, SK, Canada
Abstract: In this essay we explore how strategic alliances (SA) between organisations and communities can be used to develop opportunities that are advantageous for both the corporation and the community venturer. In particular, indigenous communities have access to significant amounts of natural resources and corporations need access to these. Thus, there is an urgent need to discover the factors that drive the creation of successful corporate/community alliances and how these may be used to create sustainable new ventures that serve both economic and social value creation. To do this we review theory through the lens of three distinct but interrelated perspectives: strategic alliances, entrepreneurship and community. We argue that a sufficient framework for informing corporate/community-based ventures has not yet been devised. The article concludes with discussion concerning the potential for the weaving of factors/issues identified in the reviewed literature into a framework that will guide future research.
Keywords: strategic alliances; partnerships; aboriginal entrepreneurship; community development; natural resources; community-based ventures; new venture creation; indigenous communities.
International Journal of Entrepreneurship and Small Business, 2014 Vol.22 No.1, pp.36 - 49
Available online: 30 May 2014 *Full-text access for editors Access for subscribers Purchase this article Comment on this article