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Strategic alliances and models of collaboration

Emanuela Todeva (School of Management, University of Surrey, Guildford, UK, and)
David Knoke (Department of Sociology, University of Minnesota, Minneapolis, Minnesota, USA)

Management Decision

ISSN: 0025-1747

Article publication date: 1 January 2005

Abstract

Purpose

The purpose of this paper is to engage in a comprehensive review of the research on strategic alliances in the last decade.

Design/methodology/approach

After presenting a typology of diverse alliance governance forms, reviews recent analyses of alliance formation, implementation management, and performance outcomes of collaborative activities.

Findings

Strategic alliances developed and propagated as formalized interorganizational relationships. These cooperative arrangements represent new organizational formation that seeks to achieve organizational objectives better through collaboration than through competition.

Practical implications

The paper provides future research directions on partner selection, networks patterns and processes, understanding the integration in alliances through fusion, fission, and how to manage developmental dynamics.

Originality/value

Concludes with some future directions for theory construction and empirical research.

Keywords

Citation

Todeva, E. and Knoke, D. (2005), "Strategic alliances and models of collaboration", Management Decision, Vol. 43 No. 1, pp. 123-148. https://doi.org/10.1108/00251740510572533

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited