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Building Alliance Capacities

  • Laurence Schwesinger Berlie

Abstract

Inter-organisational alliances are difficult to manage and show high failure rates. Many factors intervene in the success of an alliance, and it is often difficult for organisations to know where to direct their attentions to ensure that their goals are achieved. Initially, authors who have looked into the causes of alliance failure tended to focus on alliance structure, contract type and the strategic, organisational and cultural fit of the partners. However, although original compatibilities are undeniably an asset, in no way do they guarantee a lasting and satisfactory relation for the two parties.

Keywords

Partner Organisation External Party Alliance Manager Failure Factor Joint Working Group 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes

  1. 238.
    Hastings C. (1993), The new organization: Growing the culture of organizational networking, McGraw-Hill, London. Taken from Beugelsdijk et al., 2004.Google Scholar
  2. 263.
    Kolb D.A. (1984), Experiential learning: Experience as the source of learning and development, Prentice Hall, Englewood Cliffs, NJ, USA. Taken from Swieringa and Wierdsma, 1995.Google Scholar

Copyright information

© Laurence Schwesinger Berlie 2010

Authors and Affiliations

  • Laurence Schwesinger Berlie
    • 1
  1. 1.Conservatoire National des Arts et MétiersParisFrance

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