Building capabilities to manage strategic alliances

Sluyts, Kim; Matthyssens, Paul; Martens, Rudy; Streukens, Sandra

doi:10.1016/j.indmarman.2011.06.022

Cited by 98 publications

(110 citation statements)

References 73 publications

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“…Indeed, previous studies indicate that organizational culture does play important role for interorganizational alliance management (Sluyts et al, 2011), alliance effectiveness (Leisen et al, 2002) and its longevity (Parkhe, 1991). Similarly, coopetition empirical research underscores the importance of organizational culture: "in coopetition, respect, understanding, acceptance, integrity and toleration are keys to a successful relationship" (Chin et al, 2008: 444).…”

Section: D) Organizational Culture Role In Coopetitionmentioning

confidence: 99%

Organizational culture and coopetition: An exploratory study of the features, models and role in the Polish Aviation Industry

Klimas

2016

Industrial Marketing Management

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Section: D) Organizational Culture Role In Coopetitionmentioning

confidence: 99%

Organizational culture and coopetition: An exploratory study of the features, models and role in the Polish Aviation Industry

Klimas

2016

Industrial Marketing Management

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“…Firms, accumulating experience, learn how to manage successfully their strategic alliances; such assumption highlights firms' abilities to create value from their previous alliance experience. Firms, which frequently engage in strategic alliances, are more likely to benefit of superior alliance know-how that in turn allows the development of high order of alliance management capabilities (Sluyts et al, 2011); different levels of alliance experience justify different levels of alliance management capabilities, owned by firms. It is expected that, firms with more alliance experience develop superior capabilities in managing strategic alliance than those with lesser.…”

Section: Alliance Capabilities Developmentmentioning

confidence: 99%

Alliance Management as Source of a Successful Strategy

Russo

2017

ESJ

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In todays global environment, strategic alliances represent an important source of growth and competitive advantage; they allow firms to access new and critical resources and capabilities, to improve competitive position and rapidly to enter a new market In spite of the strategic importance of the alliances, they still exhibit a high failure rate; previous researches show that the half of the alliance formed end up as failure. The low success rate testifies firms difficulties in managing their alliance relationships and in ensuring enough success from them. In global markets, firms exhibit heterogeneity in terms of the overall alliance success; some firms achieve success from their alliance and others fail. Although most companies have realized the importance of strategic alliances, only few of them have developed the needed capabilities to manage them with success. In recent years, empirical studies found that firms with greater alliance success are those ones with superior management capabilities, termed in literature as alliance capabilities. This study is based on the assumption that the heterogeneity in alliance success rate is due to heterogeneity in firms level of management capabilities. Eli Lilly & Companys success in strategic alliances represents a clear example of company that understood the importance of developing an institutionalized approach of alliance management that improves the likelihood of alliance success.

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“…As stated by the authors, whereas existing studies have paid considerable attention to organizational learning and knowledge absorption from partnerships and strategic alliances (Kale & Singh, 2009;Selnes & Sallis, 2003;Sluyts, Matthyssens, Martens, & Streukens, 2011) relatively little research has been conducted as yet on joint learning and enabling practices in the context of R&D collaboration between suppliers and their customers. The authors extend the existing knowledge of relational structures by revealing the important mechanisms through which these structures influence joint learning.…”

Section: Business Behavior In Networkmentioning

confidence: 99%