• Automotive
• Non equity strategic
• Renault-Nissan-Mitsu
• Resilience
• Strategic Alliances

Resilience is a complex and multidimensional concept that applies to a wide range of systems, including economic, social, ecological and organisational. In a business context, resilience can be defined as the ability of an organisation to anticipate, withstand, recover and adapt effectively to shocks and stresses. Companies that demonstrate greater resilience are those that can effectively manage risks, adapt quickly to change and innovate to meet changing customer and market needs
This concept is particularly relevant in the automotive industry, a sector known for its dynamism and competitiveness, but also for its technological and market challenges. The automotive industry is characterised by rapid technological evolution, regulatory changes, competitive pressures and market fluctuations. In this environment, corporate resilience is crucial for long-term success.
The thesis therefore focuses on alliances as mechanisms through which to manage corporate resilience, including accessing new markets, reducing product development costs, joint innovation and risk management. Barriers to the implementation of strategic alliances are also examined to provide a broader understanding of the phenomenon.
Through expert interviews, a literature review and an in-depth analysis, it will be demonstrated how resilience can be developed in a dynamic environment such as the automotive industry, using a survival tool known as a strategic alliance.
Empirical analyses show, in general, that strategic alliances are an excellent tool to promote business resilience, especially in the automotive industry, known for its unpredictability and continuous evolution. Through extensive research, it has been shown that cooperation and strategic exchanges between companies significantly improve their ability to overcome challenges and exploit opportunities, thus ensuring their survival and success in dynamic situations. Empirical evidence shows that strategic alliances not only contribute to risk diversification, but also facilitate access to new technologies and markets, thus improving overall competitiveness. The history, goals and challenges of the Renault-Nissan-Mitsubishi Alliance provide valuable insights into the fundamental role of strategic alliances, especially non-equity alliances, in building corporate resilience, and working together to thrive in a changing industry shows that it is essential.

Resilience is a complex and multidimensional concept that applies to a wide range of systems, including economic, social, ecological and organisational. In a business context, resilience can be defined as the ability of an organisation to anticipate, withstand, recover and adapt effectively to shocks and stresses. Companies that demonstrate greater resilience are those that can effectively manage risks, adapt quickly to change and innovate to meet changing customer and market needs This concept is particularly relevant in the automotive industry, a sector known for its dynamism and competitiveness, but also for its technological and market challenges. The automotive industry is characterised by rapid technological evolution, regulatory changes, competitive pressures and market fluctuations. In this environment, corporate resilience is crucial for long-term success. The thesis therefore focuses on alliances as mechanisms through which to manage corporate resilience, including accessing new markets, reducing product development costs, joint innovation and risk management. Barriers to the implementation of strategic alliances are also examined to provide a broader understanding of the phenomenon. Through expert interviews, a literature review and an in-depth analysis, it will be demonstrated how resilience can be developed in a dynamic environment such as the automotive industry, using a survival tool known as a strategic alliance. Empirical analyses show, in general, that strategic alliances are an excellent tool to promote business resilience, especially in the automotive industry, known for its unpredictability and continuous evolution. Through extensive research, it has been shown that cooperation and strategic exchanges between companies significantly improve their ability to overcome challenges and exploit opportunities, thus ensuring their survival and success in dynamic situations. Empirical evidence shows that strategic alliances not only contribute to risk diversification, but also facilitate access to new technologies and markets, thus improving overall competitiveness. The history, goals and challenges of the Renault-Nissan-Mitsubishi Alliance provide valuable insights into the fundamental role of strategic alliances, especially non-equity alliances, in building corporate resilience, and working together to thrive in a changing industry shows that it is essential.