The Design of Alliance Governance Systems

Albers, Sascha

doi:10.1007/978-3-658-24711-9

Cited by 43 publications

(102 citation statements)

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“…Albers, 2005Albers, , 2010. For example, partners' alliance design choices may be influenced by designs they have utilized for prior partnerships-thus suggesting a possible path dependency of structural characteristics of different alliances over time.…”

Section: Discussionmentioning

confidence: 99%

Strategic Alliance Structures

Albers

Wohlgezogen²,

Zajac³

2013

Journal of Management

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152

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While strategic alliances have emerged in recent years as common and important structural vehicles for business development, surprisingly little is known about how collaborative activities are organized and administered within these governance structures. We see classic organizational scholarship as useful insofar as it both provides clear classifications that distinguish alternative intraorganizational designs and explicates how they affect the inner workings of organizations. Existing alliance classification schemes based on type of collaborative activity, partner characteristics, or legal structure, on the other hand, rarely delineate important differences of how collaborative work is organized among partners. We seek to redress this shortcoming by developing a framework of alliance structural parameters based on classic organizational design considerations. Specifically we identify and discuss five key design parameters for alliances: the structural interface between partners, the structural "intraface" within partners, and the specialization, formalization, and centralization of the alliance organization. We show how consideration of these five parameters provides a deeper understanding of alliance governance and suggest how partner organizations can achieve differential levels of connectivity and steering for their collaborative ventures.

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Section: Discussionmentioning

confidence: 99%

Strategic Alliance Structures

Albers

Wohlgezogen²,

Zajac³

2013

Journal of Management

Self Cite

152

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“…After all, mutual adjustment processes aimed at reaching a consensus among still autonomous firms take more time than fiat-based decision processes in integrated companies (Albers, 2005). Especially when it comes to critical decisions, e.g.…”

Section: The Contribution Of Oli For Lfa Internationalizationmentioning

confidence: 99%

Internationalization strategies of EU and Asia–Pacific low fare airlines

Albers

Heuermann

Koch

2010

Journal of Air Transport Management

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“…In order to systematically assess our explorative data, we have referred to an alliance organisation model proposed by Albers (2005Albers ( , 2010) that is instructive for and applicable to the structured identification and analysis of distinct organisational features and their contingent impacts on LTL alliance management. This alliance organisation perspective conceptualises the alliance as a second-order organisation that combines organisational parts of the partner firms as agents; that is, the organisations of the partner firms (first-order organisation) are supplemented by the alliance organisation (second-order organisation).…”

Section: Comparative Analysis Of the Alliance Organisation Setupsmentioning

confidence: 99%

Organisation of multilateral LTL alliances

Albers

Klaas-Wissing

2012

International Journal of Logistics Research and Applications

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In the less-than-truckload (LTL) market, alliances of smaller logistics service providers successfully compete with large, integrated logistics corporations. However, such alliances are often seen as an inferior governance mode in terms of establishing and operating cost-efficient production structures. Because little is known about the organisation of such multilateral LTL alliances, this paper conceptualises and explores their cooperative organisation and offers tentative explanations for their specific organisational design. Two in-depth cases have made it possible to analyse the specific organisational arrangements of two successful but contrasting German LTL alliances. The findings shed light on LTL alliance design alternatives and their effectiveness conditions and can serve as a guideline for alliance evaluation and design in the LTL business.

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The Design of Alliance Governance Systems

Cited by 43 publications

References 0 publications

Strategic Alliance Structures

Strategic Alliance Structures

Internationalization strategies of EU and Asia–Pacific low fare airlines

Organisation of multilateral LTL alliances

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