Value Creation and Success in Strategic Alliances: Alliancing Skills and the Role of Alliance Structure and Systems
Keywords
strategic alliances, alliance skills, alliance structure, alliance systems, dedicated alliance function
Abstract
The authors use evidence from more than 200 organizations to demonstrate how companies which invest in alliance structures to co-ordinate alliance activity and systems to capture, codify, communicate and coach alliance-related know-how, definitely reap benefit in a number of ways. They also provide guidance on alternative ways to organize alliance structure and learning and co-ordination systems. The path to these benefits is not easy and companies need resources, people, and caution in managing the dedicated alliance function.
Original Publication Citation
Kale, Prashant, Jeffrey H. Dyer and Harbir Singh, (2001). “Value Creation and Success in Strategic Alliances: Alliancing Skills and the Role of Alliance Structure and Systems.” European Management Journal, Vol. 17, 5, 463-471.
BYU ScholarsArchive Citation
Kale, Prashant; Dyer, Jeff; and Singh, Harbir, "Value Creation and Success in Strategic Alliances: Alliancing Skills and the Role of Alliance Structure and Systems" (2001). Faculty Publications. 9232.
https://scholarsarchive.byu.edu/facpub/9232
Document Type
Peer-Reviewed Article
Publication Date
2001
Publisher
European Management
Language
English
College
Marriott School of Business
Department
Marketing
Copyright Use Information
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