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The Alliance Capability Process
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This paper has a threefold purpose. First, we offer a literature review on alliance capability based on strategic and competence based management literature. Second, we extend existing literature on alliance capability by breaking this concept down into five sub capabilities, which are each linked to a stage of the alliance life cycle. Finally, we...
Context in source publication
Context 1
... applied to the context of alliances, one can assume that alliance capability can be improved by installing mechanisms and routines that capture and spread alliance know-how, which can be created through alliance experience. Figure 1 summarizes this process and shows the relation between the different concepts. The focus of this paper will lie on the arrows and building blocks that are presented in bold, the dashed lines and blocks are added for the completion of the model. ...
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Citations
... According to Sluyts et al. (2008), companies manage to improve the success rate of their alliances by defining and using learning mechanisms that capture and disseminate the knowledge acquired in their alliance management process. Capturing and disseminating knowledge are basic functions that face-to-face or virtual training can perform in organizations (Kale & Singh, 2007;Nelson & Winter, 2002;Sluyts et al., 2008;Zollo & Winter, 2002). ...
... According to Sluyts et al. (2008), companies manage to improve the success rate of their alliances by defining and using learning mechanisms that capture and disseminate the knowledge acquired in their alliance management process. Capturing and disseminating knowledge are basic functions that face-to-face or virtual training can perform in organizations (Kale & Singh, 2007;Nelson & Winter, 2002;Sluyts et al., 2008;Zollo & Winter, 2002). Sluyts et al. (2011), who mentioned the four stages in the alliance learning process defined by Kale and Singh (2007) -(a) articulation, (b) codification, (c) sharing and (d) internalizationstate that the sharing stage (face-to-face meetings, brainstorming sessions, thematic seminars, workshops, etc.) is a fundamental part of this process. ...
Objetivo do estudo: compreender como uma empresa do setor de organização de eventos Business to Business (B2B) gerencia e desenvolve suas capacidades de alianças estratégicas na busca por diferenciais competitivos. Metodologia/abordagem: foi realizado um estudo de caso único qualitativo em uma filial brasileira de uma empresa alemã que atua no setor de organização de eventos B2B. Originalidade/relevância: dada a profusão das estratégias de colaboração em que se inserem as alianças, o conhecimento sobre a gestão dessas parcerias auxilia as organizações na performance de suas atividades, entre elas a gestão de seu portfólio de alianças. Ademais, no artigo se discutem os instrumentos utilizados para essa gestão, com evidências sobre sua aplicabilidade. Principais resultados: a análise dos dados permitiu identificar a importância e necessidade de formalização dos instrumentos de gestão de alianças, particularmente aqueles instrumentos relativos ao compartilhamento de conhecimento e a instalação de uma estrutura que centralize as informações e os processos utilizados. Demonstrou-se, também, a importância do compartilhamento intencional e estruturado de conhecimentos para a gestão de alianças futuras, assim como a utilização de treinamentos dos envolvidos nessa tarefa. Em concordância com a literatura, a empresa investigada percebe como relevante a contratação de experts nos temas para o desenvolvimento de novas alianças. Contribuição teórica/metodológica: os resultados do artigo contribuem para a literatura da área de alianças estratégicas ao descrever como a empresa investigada desenvolve suas capacidades de alianças à luz das quatro ferramentas propostas por Heimeriks e Reuer (2006) - (1) a existência de um escritório de gestão das alianças; (2) a definição de ferramentas de aprendizado; (3) a ocorrência de programas de treinamento e (4) a contratação de experts.
... Moreover, Teece (2012) is convinced that the notion of dynamic capabilities can be reduced to firm-specific routines, in the manner that some scholars have suggested (Eisenhardt & Martin, 2000;Feldman & Pentland, 2003;Zollo & Winter, 2002). Having explored the literature on core competencies and dynamic capabilities, Sluyts et al., (2008) argue that the concept alliance capability refers to the firm's deliberate and emergent learning processes which are translated into firm-specific routines. Therefore, by building specific operational routines, that enable the alliance partners to develop a collective understanding of the execution of tasks, an alliance can increase their performance (synergy) significantly. ...
This paper has a threefold purpose. First, the paper offers a literature review on alliance's collaborative synergy. Second, the paper extends the existing literature on alliance's dynamic capabilities by breaking this framework down into micro-foundation routines which underpin a successful alliance performance. The paper argues that while current literature has focused mainly on alliance-wide dynamic capabilities, the micro-foundations of dynamic managerial capabilities of alliances are still unexplored. Although the paper acknowledges the importance of these elements, the author stresses that more attention needs to be given to disaggregate them into different "micro competencies" on managerial and individual levels that better shed light on the prerequisites of synergism in strategic alliances. Having done the case study, the paper fills in the gap by exploring micro-foundations of collaborative synergy in the Renault-Nissan-Mitsubishi strategic alliance. Finally, the paper demonstrates how collaborative synergy can be measured with real options application techniques as market value-added.
... Nevertheless, it should be stressed that the authors that have discussed the importance of experience have also highlighted some aspects that must be considered (Heimeriks, Klijn, & Reuer, 2008;Heimeriks & Geert, 2007;Heimeriks, Duysters, & Vanhaverbeke, 2007;Sluyts, 2008;Rothaermel, 2006).Gulati (1995), for example, found limits to experience and its impacts on the design of network governance. According to the author, after a certain point, interactions between two companies diminish their attractiveness because they increase interdependence, diminish the possibilities of exchanges and limit the space for the search for other partners.Simonin (1997)demonstrated that a company's vast experience in collaboration was not sufficient to guarantee better results in future accords. ...
Cooperative networks constitute a critical unit of analysis in the context of innovation. Despite this, networks are complex to manage successfully. Some of the difficulties pointed out by authors are associated with the lack of specific management tools, problems related to governance, as well as asymmetries in terms of objectives. The present case study seeks to contribute to this debate by examining the governance and the tools used by the Genolyptus Network. The study demonstrates the importance of this structure and the need for regular investments in its development. The analysis shows that the governance structure is influenced by the objectives established, the partners’ experience, the types of knowledge and the context where network is inserted. The case highlights the importance of learning during the process, but, although present, it can be negatively influenced by the context and the possibility of future partnerships.
