The Efficiency Model of an Alliance Creation Process
This paper aims to further exploitation of the vulnerabilities of interorganisational relations. The objectives of this thesis are: (1) building a new model of inter-organisational alliance, (2) establishing the inefficiency elements in an alliance process, (3) investigating the reason why the creation process of a new alliance is slow so many times, (4) discovering in which way factors as: team experience, management relationship and organisation, nature of organisation, time flexibility influence the alliance success and finally. A further research could even consider to go beyond analysis of these vulnerabilities, but find a solution to valorise them along the creating process of such an alliance and turn them into positive aspects.
Volume (Year): 17 (2016)
Issue (Month): 5 (December)
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- Carroll, Archie B., 1991. "The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders," Business Horizons, Elsevier, vol. 34(4), pages 39-48.
- Kathleen M. Eisenhardt & Claudia Bird Schoonhoven, 1996. "Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms," Organization Science, INFORMS, vol. 7(2), pages 136-150, April.
- Das, T. K. & Teng, Bing-Sheng, 2003. "Partner analysis and alliance performance," Scandinavian Journal of Management, Elsevier, vol. 19(3), pages 279-308, September.
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