A framework for quality management practices in strategic alliances

Abstract

Purpose-This paper aims to investigate the role of quality management (QM) practices in the success of strategic alliances. Design/methodology/approach-Through a review of the literature, a conceptual model employing a relational view of inter-organizational competitive advantage is proposed, which attempts to address the concept of quality management in strategic alliances and networks. Findings-Trust and cooperative learning have emerged as critical factors that affect the success of strategic alliances. The proposed model, while integrating elements of quality management and strategic alliances, determines alliance success and alliance satisfaction as the outcomes of strategic alliances. Several propositions have been developed to address the relationship between different constructs in the model. The effects of trust and cooperative learning on alliance performance are discussed, and key areas for research are identified. Practical implications-Companies can achieve a higher level of performance and satisfaction from alliances. Originality/value-While previous research on quality management has been focused on the implementation of quality management within a firm, by extending the concept of quality management to strategic alliances this paper expands quality management implementation beyond the traditional view of quality.

Marketing Strategic Alliances: The Hotel Sector in Jordan

“…In the same vein, Jones et al (2003) indicated that leaning is achieved through sharing information and knowledge within individual and organizations. In fact, firms enter alliances to get knowledge 'knowledge transfer', information and other sources (Elmuti and Kathawala;2001;Mellat-Parast, 2007).…”

“…Hamel et al (1989) also asserted that alliances can be used to learn the skills of the other partner. The authors claimed that if there was not a mutual learning process, then the alliances would become just outsourcing agreements without using the full potentials of the strategic alliance concept (Mellat-Parast, 2007). Jones et al (2003) indicated that leaning is achieved through sharing information and knowledge within individual and organizations.…”

“…Organizations develop cooperative relationship through creating a learning environment so that they can facilitate mutual learning. Cooperative learning emphasizes the role of cooperation in alliances, rather than competition (Morrison and Mezentseff, 1997;Mellat-Parast, 2007).…”

“…Both practitioners and scholars recognize continuous improvement as one of the major principles of quality management (Mellat-Parast, 2007). In a recent study of strategic alliances in construction management firms, Lo and Yeung (2004) argued that continuous improvement played an important role in strategic alliances.…”

“…The strategic motives for organizations to engage in alliance formation vary according to firm-specific characteristics and the multiple environmental factors. As summarized below, this diversity has triggered the development of several classification schemes in the theoretical literature (Doz and Hamel, 1999;Mellat-Parast, 2007;Elmuti and Kathawala;2001;Zineldin and Dodourova;Solesvik, and Westhead, 2010;Lowensberg, 2010 …”