Balanced Assessment of the Business Partner’s Potential: Three-step Selection Procedure for the Sustainable Development of the Strategic Alliance
DOI:
https://doi.org/10.12775/JCRL.2016.014Keywords
strategic alliance, partner selection, partners strategic fit, alliance formationAbstract
Negotiating a strategic alliance agreement is one of the essential determinants of the success of the entire agreement, and it is also the logical conclusion of the whole building process of the strategic alliance. At the same time, already at this step there is the relationships building process between partners and the need to further maintaining of the alliance. Therefore, a special attention should be paid to the negotiating process of a strategic agreement, conditioning the effectiveness of alliance management in the future as well as the scope and quality of relations between the allies. In fact in this phase of the strategic agreement takes place establishing the common strategy, which in turn determines the friendly start of the future cooperation. The aim of this study is to identify the key factors that determine building and sustaining friendly relations between enterprises and at the same time determine the success of the whole alliance. Considerations were based on the analysis of literature describing the theoretical framework of strategic alliances creation as well as business practices in this area. This allowed to propose a three-step process of selecting the potential company to the alliance, taking into account the profile analysis of the future ally, assessment of its resources and cultural and strategic fit. These issues make possible to ensure the sustainable development of the planned alliance and the success of partners companies. The selection and negotiations process is crucial in maintaining lasting relationships with the allies. It should be foreseen whether the planned cooperation will not hinder or even prevent the alliance continuation in the future, or will cause unwillingness to enter into other cooperative agreements because of the mismatch of strategic partners or excessive cultural differences, and thus ineffective functioning of the alliance in the future.
References
Aaker, D.A. (1993), Strategic Market Management, John Wiley & Sons, New York.
Badaracco, J.L. (1991), The Knowledge Link: How Firms Compete Through Strategic Alliances, Harvard Business School Press, Boston.
Bierly, P.E., Gallagher, S. (2007), “Explaining Alliance Partner Selection: Fit, Trust and Strategic Expediency”, Long Range Planning, Vol. 40, pp. 134 – 153.
Chwistecka-Dudek, H., Sroka, W. (2000), Alianse strategiczne: Problemy teorii i dylematy praktyki, Profesjonalna Szkoła Biznesu, Kraków.
Cummings, J.L., Holmberg, S.R. (2012), “Best-fit Alliance Partners: The Use of Critical Success Factors in a Comprehensive Partner Selection Process”, Long Range Planning, Vol. 45, pp. 136 – 159.
Cummings, J.L., Teng, B.S. (2006), “The Keys to Successful Knowledge Sharing”, Journal of General Management, Vol. 31, pp. 1 – 18.
Cygler, J. (2009), Kooperencja przedsiębiorstw: Czynniki sektorowe i korporacyjne, Oficyna Wydawnicza SGH, Warszawa.
Das, T.K. (2000), “A Resource-based Theory of Strategic Alliances”, Journal of Management, Vol. 26, No. 1, pp. 31 – 61.
Das, T.K., Kumar, R. (2009), “Interpartner Harmony in Strategic Alliances: Managing Commitment and Forbearance”, International Journal of Strategic Business Alliances, Vol. 1, pp. 24 – 52.
Doz, Y.L., Hamel G. (2006), Strategic Alliances: The Art of Profiting through Cooperation, Helion-One Press, Gliwice.
Drewniak, R. (2004), Rozwój przedsiębiorstwa poprzez alians strategiczny: Cele i uwarunkowania w praktyce polskiej, TNOiK, Toruń.
Dyer, J.H., Singh, H. (1998), “The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage”, Academy of Management Review, Vol. 23, No. 4, pp. 660 – 679.
Emden, Z., Calantone, R.J., Droge, C. (2006), “Collaborating for New Product Development: Selecting the Partner with Maximum Potential to Create Value”, Journal of Product Innovation Management, Vol. 23, Issue 4, pp. 299 – 389.
Faulkner, D., Bowman, C. (1996), Strategie konkurencji, Gebethner i Ska, Warszawa.
Gulati, R. (1995), “Social Structure and Alliance Formation Patterns: A Longitudinal Analysis”, Administrative Science Quarterly, Vol. 40, No. 4, pp. 619 – 652.
Harvey, M.G., Lusch, R.P. (1995), “A Systematic Assessment of Potential International Strategic Alliance Partners”, International Business Review, Vol. 4, No. 2, pp. 195 – 212.
Heimeriks, K.H. (2010), “Confident or Competent? How to Avoid Superstitious Learning in Alliance Portfolios”, Long Range Planning, Vol. 43, pp. 57 – 84.
Inkpen, A. (1998), “Learning and Knowledge Acquisition through International Strategic Alliances”, The Academy of Management Executive, Vol. 12, No. 4, pp. 69 – 73.
Kale, P., Singh, H., Prerlmutter, H. (2000), “Learning and Protection of Proprietary Assets in Strategic Alliances: Building Relational Capital”, Strategic Management Journal, Vol. 21, pp. 217 – 237.
Kauppila, O. (2010), “Creating Ambidexterity by Integrating and Balancing Structurally Separate Interorganizational Partnerships”, Strategic Organization, Vol. 8, No. 4, pp. 283 – 312.
Kelly, M.K., Schaan, J.L., Joncas, H. (2002), “Managing Alliance Relationships: Key Challenges in the Early Stages of Collaboration”, R&D Management, Vol. 32, Issue 1, pp. 11 – 22.
Kok, R.A.W., Creemers, P.A. (2008), “Alliance Governance and Product Innovation Project Decision Making”, European Journal of Innovation Management, Vol. 11, No. 4, pp. 472 – 487.
Lewis, J. (1990), Strategische Allianzen, Campus Verlag, Frankfurt-New York.
Luffman, G., Lea, E., Sanderson, S., Kenny, B. (1996), Strategic Management: An Analytical Introduction, Blackwell Business, Oxford.
Mason, J.C. (1993), “Strategic Alliances: Partnering for Success”, Management Review, Vol. 82, No. 5, pp. 10 – 15.
Mitsuhashi, H. (2002), “Uncertainty in Selecting Alliance Partners: The Three Reduction Mechanism and Alliance Formation Processes”, The International Journal of Organizational Analysis, Vol. 10, No 2, pp. 109 – 133.
Mohr, J.J., Sengupta, S. (2002), “Managing the Paradox of Inter-firm Learning: The Role of Governance Mechanisms”, Journal of Business and Industrial Marketing, Vol. 17, Issue 4, pp. 282 – 301.
Mohr, J., Spekman, R. (1994), “Characteristics of Partnership Success: Partnering Attributes, Communication Behavior and Conflict Resolution Techniques”, Strategic Management Journal, Vol. 15, Issue 2, pp. 135 – 152.
Murray, J.Y., Kotabe, M. (2005), “Performance Implications of Strategic Fit Between Alliance Attributes and Alliance Forms”, Journal of Business Research, Vol. 58, Issue 11, pp. 1525 – 1533.
Romanowska, M. (1997), Alianse strategiczne przedsiębiorstw, PWE, Warszawa.
Sroka, W. (1996), “Podejście systemowe w badaniu potencjalnych partnerów do aliansów strategicznych”, Przegląd Organizacji, No. 10, p. 23.
Volkokari, K., Helander, N. (2007), “Knowledge Management in Different Types of Strategic SME Networks”, Management Research News, Vol. 30, Issue 8, pp. 597 – 608.
Whipple, J.M., Frankel, R. (2000), “Strategic Alliance Success Factors”, Journal of Supply Chain Management, Vol. 36, Issue 2, pp. 21 – 28.
Downloads
Published
How to Cite
Issue
Section
Stats
Number of views and downloads: 198
Number of citations: 0
