Making sense of strategic alliances from a managerial perspective
At Strategic Management Society Special Conference Intersections of Strategy Processes and Strategy Practices, Finland.
17 - 20 Mar 2010.
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Theory on alliances has largely been rooted in economic logic with a particular concern for issues at the interstice of organizations, such as those of trust and control. While economics and relational issues clearly matter, this framework is insufficiently robust to explain alliances’ formation and evolution. This is in part due to the fact that inter-organizational activity is derived from processes operating within each partner firm’s micro-context. Managerial sensemaking is at the core of these processes and represents a useful area of focus to surface overlooked psycho-sociological factors influencing decisions and actions. This view complements extant literature by highlighting the importance of managers’ behaviour in addition to macro and meso level factors, which have received a disproportionate amount of attention in explaining the development alliances.
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