Alliance Competence: From Conceptualization to Implementation, with Implications for the Alliance Manager
37 Pages Posted: 11 Apr 2012
Date Written: April 11, 2012
Many companies face the challenge of competing on the global stage, and alliances have been touted as one approach to gain competitive advantage. Over the last 20 years, the number of alliances has grown almost exponentially, but the rate of failure still holds at about 60 percent. A command-and-control approach will not work in today’s world, yet to managers whose traditional way of doing business resists collaboration, an alliance mindset does not come naturally. This chapter examines why managers haven’t gotten better at alliance management. We are interested in understanding why some firms are more successful at alliance management and which skills result in a higher rate of success. The construct of alliance competence is explored and its various elements defined. Also articulated are different strategies a firm might employ to develop these skills and capabilities in its alliance managers, including organizational structures and processes. Alliances are about people, so we emphasize the interpersonal dynamics of alliance competence.
Keywords: alliances, collaboration, alliance skills and capabilities, alliance competency
JEL Classification: M30, M31
Suggested Citation: Suggested Citation