Strategic Alliances

Abstract

This article presents a framework for structuring and supporting the complex and dynamic process of alliance building. Fit is the key concept in this framework, which is based on an extensive literature study and in-depth case studies. The concept of "fit" is not new in itself. The added value of this article is, firstly, that it identifies different aspects of fit and their interrelationships, as well as providing an insight into the drivers for fit. Here, we focus on strategic and organisational fit in particular. Secondly, we make practical recommendations for alliance managers on how to actually manage fit. k c

Balanced relationships: management of client–supplier relationships in product development

“…Extensive collaboration with suppliers offers companies possibilities to gain fast access to specialist knowledge and capabilities, to spread and share costs and risks, and to better exploit the expertise of their partners (Douma, 1997;Quinn and Hilmer, 1994;Littler et al, 1995).…”

Developing Alliance Capabilities

“…Referring to different theoretical backgrounds, the contributions of the studies analyzing interfirm antecedents of alliance performance center around critical success factors for managing alliances (e.g. Killing, 1983;Harrigan, 1986;Pekar and Allio, 1994;Dussauge and Garrette, 1995;Douma, 1997;Whipple and Frankel, 2000). In general, studies of this type suggest a set of success factors that considerably influence the performance of the dyadic relationship.…”

An examination of the strategic and operational impact of global sourcing on UK small firms

“…The importance of ensuring capability fit between firms in a buyersupplier relationship is acknowledged in both strategic alliance literature (e.g. Niederkofler 1991;Douma et al 2000) and the supply/operations management literature (Stock, Greis, and Kasarda 2000;Zsidisin 2003).…”