How to manage alliances strategically
- Autores: Ha Hoang, Frank T. Rothaermel
- Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 58, Nº 1, 2016, págs. 69-76
- Idioma: inglés
- Enlaces
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Resumen
Decisions by Daimler, Toyota, and Panasonic to collaborate with Tesla highlight that individual companies may not need to own all of the resources, skills, and knowledge necessary to undertake key strategic growth initiatives. When conditions are uncertain and the stakes are high, partnerships can be an attractive alternative to going it alone or to mergers and acquisitions. Accordingly, many companies now maintain alliance portfolios. As a result, executives must manage multiple alliances with diverse partners across the globe simultaneously. However, the skills required to develop and manage alliances are still not well understood. Prescriptions for how to achieve effective alliance management. In this article, the authors attempt to address these shortcomings by offering an integrative and holistic framework of alliance management along with practical guidance. Although some alliances end in bitter conflict, dissolving an alliance is not always a sign of failure. Terminating an alliance should follow a process that clearly stipulates the responsibilities of the partners and the various stakeholders.
