Why Some Strategic Alliances Succeed and Others Fail

Abstract

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The incremental and cumulative effects of dynamic capability building on service innovation in collaborative service organizations

“…As such, leveraging a required set of skills and/or resources/competencies that each partnering organization do not possess is advantageous to both parties (Cravens & Shipp, 1993), and through a rapid diffusion of new technologies mutual learning across both partners is enhanced (Lorange & Roos, 1991). Thus, resources, dynamic capabilities and knowledge are intertwined and closely interrelated, and provide organizations a capacity to continually reconfigure, and hence become a source of competitive advantage (Barney et al, 2001).…”

Supply chain collaboration: A state-of-the-art literature review

“…In literature, other types of collaboration term like, virtual collaboration (Byrne, 1993;Mathwick et al, 2001), cooperative arrangement (Ring & Ven, 1992;Girardi et al, 2002;Cousins, 2002;Kumar, 1996;Hines Jr, 1995), joint venture (Collins & Doorley, 1991;Hennart, 1988), strategic alliance (Vyas, 1995;Bruner & Spekman, 1998). Lorange and Roos (1991) were come under the forms of collaboration ( Bowersox et al, 2003;Singh & Power, 2009;Soosay et al, 2008;Golicic, 2003). Types of collaboration are shown in Fig.…”

Principles of Design for High Performing Organizations: An Assessment of the State of the Field of Organizational Design Research

“…These include capital requirements beyond the scope of a single firm, desire to enter new geographic markets, desire to bypass governmental restrictions or meet federal mandates expeditiously. high costs of technological development, increasing technological complexity (leading to a need to merge several fields of knowledge and to broaden a potential product's scope beyond that which was possible through purely internal development), creating technological standards, and improving speed to market of new products (Dodgson, 1991;Harrigan, 1987;Lorange & Roos, 1991).…”

“…Several observers have noted the importance of initial assessment of partner complementarity in business and technology strategies. A "strategic match" between partners must be established (Dodgson, 1991;Harrigan, 1985;Lorange & Roos, 1991).…”

“…Several observers have noted that strategic alliances may present operational difficulties greater than those associated with wholly-owned business ventures (Geringer & Hebert, 1989;Lorange & Roos, 1991;Harrigan, 1985;. Because more than one party is involved, decision-making is often more complex.…”