A framework for quality management practices in strategic alliances

Abstract

Purpose

This paper aims to investigate the role of quality management (QM) practices in the success of strategic alliances.

Design/methodology/approach

Through a review of the literature, a conceptual model employing a relational view of inter‐organizational competitive advantage is proposed, which attempts to address the concept of quality management in strategic alliances and networks.

Findings

Trust and co‐operative learning have emerged as critical factors that affect the success of strategic alliances. The proposed model, while integrating elements of quality management and strategic alliances, determines alliance success and alliance satisfaction as the outcomes of strategic alliances. Several propositions have been developed to address the relationship between different constructs in the model. The effects of trust and co‐operative learning on alliance performance are discussed, and key areas for research are identified.

Practical implications

Companies can achieve a higher level of performance and satisfaction from alliances.

Originality/value

While previous research on quality management has been focused on the implementation of quality management within a firm, by extending the concept of quality management to strategic alliances this paper expands quality management implementation beyond the traditional view of quality.

Citation

Mellat‐Parast, M. and Digman, L.A. (2007), "A framework for quality management practices in strategic alliances", Management Decision, Vol. 45 No. 4, pp. 802-818. https://doi.org/10.1108/00251740710746042