Strategic Alliances between Cities in the International Meetings Market: What’s the Value Added?
Abstract: The purpose of this article is to discuss the potential benefits cities could gain from establishing strategic alliances, regarding the activities performed in the international meetings market (IMM). Drawing upon six widely applied theoretical approaches to value creation by pursuing strategic alliances (Barringer & Harrison, 2000; Beamish & Lupton, 2016): transaction costs economics, resource dependence, strategic choice, stakeholder theory, organisational learning, and institutional theory, a case study of Vienna and Barcelona joint activities has been conducted. This is a work-in-progress paper, developed under the doctoral research project.
Keywords: strategic alliances, cities, value, international meetings market, convention bureau.
JEL Classification: D74, D46, F02, H89, L30, O19, R19