Belgium, Brazil, Canada, China, Colombia, France, Germany, Hong Kong, Hungary, India, Ireland, Japan, Luxembourg, Malaysia, Mexico, Netherlands, Portugal, Puerto Rico, Saudi Arabia, Singapore, South Korea, Spain, Switzerland, United Arab Emirates, United Kingdom,
8-884: The Global Workspace Alliance ( GWA ), headquartered in Amsterdam, the Netherlands, is the world´s first alliance of IT service providers. Formerly known as the Getronics Workspace Alliance, it was founded in 2009 by Getronics and 6 other service partners. In 2015, the GWA went through a transformation, and was re-launched with Getronics and CompuCom in the lead as the Global Workspace Alliance. Other partners include Tecnocom, SPIE ICS, S&T, Centric, Infocare, NSC, AGCN, Eire Systems and TopNew Info. On March 25, 2009, representatives of
16-441: Is a horizontal alliance. For example, a horizontal alliance can occur between logistics service providers , i.e., the cooperation between two or more logistics companies that are potentially competing. In a horizontal alliance, these partners can benefit twofold. On one hand, they can "access tangible resources which are directly exploitable." In this example extending common transportation networks, their warehouse infrastructure and
24-538: Is an agreement between businesses , usually motivated by cost reduction and improved service for the customer. Alliances are often bounded by a single agreement with equitable risk and opportunity share for all parties involved and are typically managed by an integrated project team. An example of this is code sharing in airline alliances . There are five basic categories or types of alliances: In many cases, alliances between companies can involve two or more categories or types of alliances. A type of an alliance
32-668: The Magic Quadrant for Desktop Outsourcing Europe; and in 2011, as a Strong Performer by Forrester Research , Inc. in the Forrester WaveTM on Global IT infrastructure Outsourcing. As of September 2011, the Getronics Workspace Alliance is still composed by the same founding members, with direct offices in 30 countries and a total workforce of 32,000. In addition, they partner with non-member service partners for broader coverage. In September 2015, Getronics and CompuCom launch together Global Workspace Alliance 2.0, expanding
40-547: The 7 founding IT service providers – KPN Getronics , CompuCom, Getronics Middle East, NTT Data Getronics, ServiceOne Getronics and Tecnocom- met in The Netherlands to announce the founding of the Alliance (formerly known as Getronics Workspace Alliance). Upon formation, the Getronics Workspace Alliance served 6.1 million client IT assets worldwide. In 2010, the GWA was recognized as a visionary by Gartner Inc. in
48-564: The Alliance coverage to over 40 countries with new partners in the Netherlands (Centric), the Nordics (Infocare), Japan (EIRE Systems), Italy (NSC) and Eastern Europe (S&T). In July 2016, TopNew Info, a China-based company joins the GWA to provide on-site support in China and Hong Kong. In December 2017, the Global Workspace Alliance was named 'Most Revolutionary Ecosystem' by Outsource Magazine. Business alliance A business alliance
56-516: The ability to provide more complex service packages can be achieved by combining resources. On the other hand, partners can "access intangible resources, which are not directly exploitable." This typically includes know-how and information and, in turn, innovation. Any alliance is susceptible to failures due to not achieving either cooperation or coordination, or both. Such inefficiencies originate from two well-known limitations in human nature, that are opportunism and bounded rationality . To enhance
64-460: The success rate of alliances calls for proper levels of governance efforts. Contracts and relational norms are the two most commonly used governance mechanisms by business actors. They can also impact how business actors handle conflicts during the course of the focal collaboration as well as extend the current alliance to future collaborative relationships. Contractual and relational governance mechanisms have complex interactions, with one influencing
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