Partnerships between companies receive a great deal of attention from top managers and researchers at the time of their formation. This attention results largely from the common perception that the initial structuring of partnerships and establishment of common goals determines partnership outcomes and success. In Alliance Advantage, Doz and Hamel shift the focus away from deal making to the internal processes within the partnership and the unfolding interactions among partners that play an important and relatively unexplored role in shaping outcomes. Focusing on the underlying reasons why companies enter alliances and the processes by which they continually learn from their interactions and re-evaluate common--and individual--goals, the authors paint a sophisticated picture of alliance dynamics over time. The authors challenge organizations to define their objectives for alliance formulation and consider whether their own corporate culture provides an "alliance ready" atmosphere.

Alliance advantage : the art of creating value through partnering

Typology of collaboration based on the collaboration structure

In a collaboration, trust is of great importance for the substantial governance of the inter-organizational activities. In this paper, considering changes of collaboration situations, an on-going trust model is established for a better understanding of the dynamics of relationship. Determinants of the on-going trust condition are also gathered and structured in two clusters. Those are ‘initial trust situation’ and ‘the experiences which have influence on the trust’. A general interpreting function is formulated, which attempts to reveal the impact of these determinants and to shed some light on the theory of collaboration management. An online survey based on the experience of organizations was further conducted for the analysis. In the end, the trust determinant set was confirmed to hold high reliable properties, and the impacts of these determinants have also been proved. All these are composed as a theoretical basis which helps to provide sound decision support for the strategies of collaboration.

Determinants of on-going trust within a collaboration

Organizational structure is of great importance for the governance of the collaboration process. In this paper, in order to support substantial governance, a holistic collaboration organizational structure is established. Three dimensions including specialization, institutionalization and centralization are highlighted for the interpretation, where types of collaboration are further classified as improvised and organized. Moreover, relationships between organizational structure and the dynamics in collaborations are clearly identified, to shed some light on the theory of collaboration management. A survey based on the experience of organizations was further conducted for the analysis. In the end, the general organization structure system of this work was confirmed to hold high reliable properties and the hypotheses regarding the impacts of organizational structure on the collaboration trust and commitment can also be proved. All these are composed as a theoretical basis which helps to bring sound decision support for the strategies of collaboration.

Organizational structure and the dynamics of collaboration relationship

The choice of the right collaboration form is of great importance for the viability of a collaboration. In this paper, based on multi-theories, three clusters of potential determinants are listed out for consideration. Those are characteristics related to the ‘resource pooled within the collaboration’, ‘initial relationship of partners’ and ‘collaborative tasks’. Further hypotheses are formulated, which attempt to reveal the impact of these potential determinants and shed some light on the theory of collaboration management. A survey based on the experience of organizations is further conducted for the analysis. In the end, general hypotheses have been tested with the case of ‘equity or none’ decision. Further, an in-depth view has also been provided considering the choice of R&D consortia. All these are composed as a theoretical basis, which helps to bring sound decision support on the strategy of collaboration.

The choice of a collaboration form - a special insight in the case of R&D consortia

With the speed up of globalization and its consequent increased competition, companies are suggested to collaborate in networks for their long-term success. In this work, a general collaboration model is constructed, which aims to provide a holistic insight into collaboration and shed some light on the theory of collaboration management. Different dimensions, including collaboration life-cycle, endogenous elements and exogenous elements, are listed out for the interpretation here. To go into detail, the collaboration life-cycle is further divided into six stages. Moreover, based on the social relational theory, endogenous factors are clustered into motivation, structure, components and management, while exogenous factors are represented by the perspectives of potential partners, market and society. With the proposed model, detailed information can be collected for the strategic analysis and in the end lead to a sound collaboration strategy.

Development of a general collaboration model — Basis for the establishment of a collaboration compass

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Development of a general collaboration model — Basis for the establishment of a collaboration compass

Typology of collaboration based on the collaboration structure

Organizational structure and the dynamics of collaboration relationship