Erschienen in:Darden Business School Working Paper ; No. 2038550
Umfang:
1 Online-Ressource (37 p)
Sprache:
Englisch
DOI:
10.2139/ssrn.2038550
Identifikator:
Entstehung:
Anmerkungen:
Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments April 11, 2012 erstellt
Beschreibung:
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