20. Relating Well: Building Capabilities for Sustaining Alliance Networks
Abstract
In an environment of rapid and discontinuous change, managers have turned to alliances to access the resources they need. But research on alliances shows that more than half of them fail, demonstrating the difficulty of managing these relationships. In this chapter, the authors explore the relational capabilities needed for building and managing successful alliances, based on their extensive research on alliances. Using the case of Royal Philips, they explore the role of strategy, structure, systems, people, and culture in alliance success. They also discuss the need for ongoing adaptation and renewal of relational capabilities ...
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