What is Hiding in the Dark? : Learning Barriers to Building a Firm-Level Alliance Management Capability

• Main Authors: Gernert, Julia, Schenk, Lorin
• Format: Others
• Language: English
• Published: Linköpings universitet, Företagsekonomi 2020
• Subjects: Strategic alliances; alliance management capability; learning barriers; intra-organizational learning; transfer of know-how; alliance management know-how; Business Administration; Företagsekonomi
• Online Access: http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-166334

Background Strategic alliances grant access to rare know-how, inimitable resources and valuable capabilities otherwise out of reach for a single firm. Existing alliance management literature focuses on the transfer of technical know-how between alliance partners. The intra-organizational learning process with the aim to build a firm-level alliance management capability to become better at managing strategic alliances has received little attention. Especially striking is the lack of extensive research on the barriers to this process. Aim This paper aims to shed light on the existence of learning barriers to the building of a firm-level alliance management capability. Methodology A qualitative study was conducted using semi-structured interviews. Ten individuals with varying degrees of experience in managing strategic alliances were interviewed. The ten respective sample firms were spread across seven different countries and six different industries. Findings The analysis revealed 38 learning barriers existent to the building of a firmlevel alliance management capability both confirming common organizational learning barriers and revealing context-specific learning barriers. They originate either in the firm member’s thinking and behavior, the firm’s processes and structures or in the specific learning environment. Categorized in thematical clusters, they show problem areas such as a lack of top management support. Some of the found learning barriers like the tendency of alliance managers to prioritize the relationship to the alliance partner are findings that have not received attention in theory yet. Those contributions can support a deeper understanding of what individual firms and the field of alliance management is missing in building a firm-level alliance management capability.