Title page for ETD etd-04152004-113304

Type of Document Master's Thesis
Author Bu Zapatta, Angel
URN etd-04152004-113304
Title Case Study Analysis of Strategic Alliances in the U.S. Beef Industry
Degree Master of Science (M.S.)
Department Agricultural Economics & Agribusiness
Advisory Committee
Advisor Name Title
Jeffrey M. Gillespie Committee Chair
Alvin Schupp Committee Member
Lynn Kennedy Committee Member
  • comparison
  • hypothesis test
  • case study
Date of Defense 2004-04-01
Availability unrestricted
This paper provides case studies on the structure of six strategic alliances in the beef industry. Strategic alliances are identified whose structure could conceivably be used in Louisiana. Strategic alliances are compared and contrasted on the basis of development and performance. The main objective of this study was to determine the organization and operation of six strategic alliances in the beef industry.

The study examines strategic alliances in the U.S. beef industry using multiple exploratory case studies. The exploratory type, allows the researcher to better understand critical points in the beef industry and how the use of strategic alliances can lead to better performance. The alliances are chosen within four different categories of strategic alliances in the beef industry; in this case, six alliances are chosen as commercial beef carcass type. As a research technique, the exploratory case study attempts to answer "what" questions, and provides the researcher an opportunity to develop hypotheses. Five hypotheses are formulated in the study. Based on the hypotheses, personal interviews take place with the application of a questionnaire that contains fifty-seven open-ended type questions on production, economic and general characteristics about the alliances. The information gathered will support or refute the hypotheses formulated in order to establish precise criteria on strategic alliance formation. A comparison between the six strategic alliance structures will be describe based on the hypotheses formulated and information collected throughout the application of the questionnaire.

The hypothesis test revealed that strategic alliances serve, with no doubt, to reduce transaction cost along the production chain but it is not the case for the issue of price variability. As well, strategic alliances serve to increase the flow of information and to provide alternative market outlets but do not serve to increase producers' access to capital.

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