| Abstract: | Firms increasingly enter into alliances when expanding into international markets and market segments. Unfortunately, many of these alliances fail because managers are overconfident and unprepared for the diverse and complex contingencies they encounter. Growing research suggests that developing an alliance capability function improves alliance performance. We first identify common types of problems and opportunities that arise from alliance design to alliance dissolution. With this understanding, we then specify the alliance capabilities that must be developed to deal with these contingencies. © 2008 Wiley Periodicals, Inc. |
