Strategic alliances and models of collaboration

Abstract

Purpose – The purpose of this paper is to engage in a comprehensive review of the research on strategic alliances in the last decade.

Design/methodology/approach – After presenting a typology of diverse alliance governance forms, reviews recent analyses of alliance formation, implementation management, and performance outcomes of collaborative activities.

Findings – Strategic alliances developed and propagated as formalized interorganizational relationships. These cooperative arrangements represent new organizational formation that seeks to achieve organizational objectives better through collaboration than through competition.

Practical implications – The paper provides future research directions on partner selection, networks patterns and processes, understanding the integration in alliances through fusion, fission, and how to manage developmental dynamics.

Originality/value – Concludes with some future directions for theory construction and empirical research.

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