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The Importance of Situation, Actors and Process in Management of Strategic Alliances

Author

Listed:
  • Dinesh Likhi

    (Dinesh Likhi is Joint Director at Steel Authority of India Limited. E-mail: dinesh.likhi@sailex.com.)

  • Sushil

    (Sushil is Professor at Indian Institute of Technology, New Delhi.)

Abstract

Strategic alliances are a powerful means of attaining sustainable competitive advantage in the fast-changing uncertain world of business. The broad definition, importance and benefits are well defined in literature. A conceptual framework has been suggested here to manage strategic alliances effectively. Nine caselet-based studies indicate that there is a need to evaluate situations, actors and processes on continuous basis to identify the variables of success and those that may constrain successful management of strategic alliances.

Suggested Citation

  • Dinesh Likhi & Sushil, 2005. "The Importance of Situation, Actors and Process in Management of Strategic Alliances," Global Business Review, International Management Institute, vol. 6(1), pages 29-39, February.
    • Handle: RePEc:sae:globus:v:6:y:2005:i:1:p:29-39
    DOI: 10.1177/097215090500600103
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    References listed on IDEAS

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    1. Seung Ho Park & Gerardo R. Ungson, 2001. "Interfirm Rivalry and Managerial Complexity: A Conceptual Framework of Alliance Failure," Organization Science, INFORMS, vol. 12(1), pages 37-53, February.
    2. Rajesh Kumar & Kofi O. Nti, 1998. "Differential Learning and Interaction in Alliance Dynamics: A Process and Outcome Discrepancy Model," Organization Science, INFORMS, vol. 9(3), pages 356-367, June.
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