The impact of alliance management capabilities on alliance attributes and performance: A literature review

Eva Niesten, Albert Jolink

Research output: Contribution to journalArticle

37 Citations (Scopus)
111 Downloads (Pure)

Abstract

The literature on alliances has identified a variety of inter-firm antecedents of performance, including information and knowledge sharing between partners, shared partner understanding, and a focus on collective objectives. Recent studies have focused on alliance management capabilities (AMC) – firms' abilities to capture, share, store and apply alliance management knowledge – as an important antecedent of performance. This paper reviews 90 studies on AMC and makes two important contributions to the literature. First, the review provides an overview of and classification scheme for the different types of AMC to better organise the diverse empirical findings that have been presented in the literature. The novel classification distinguishes between general and partner-specific AMC and between AMC stored within the firm and within the alliance. Second, consistent with the dynamic capabilities perspective, this paper offers a more detailed understanding of why AMC improve performance, by highlighting the intermediate impact of AMC on alliance attributes. In particular, the review demonstrates how the different categories of AMC influence alliances in terms of information and knowledge-sharing between partners, shared partner understanding and the pursuit of collective goals. The review also demonstrates that these attributes improve performance. The authors note promising avenues for future empirical research that involve combining the classification scheme with research on the impact of AMC on alliance attributes and performance. Publisher statement: This is the peer reviewed version of the following article: Niesten, E. and Jolink, A. (2015) The impact of alliance management capabilities on alliance attributes and performance: A literature review. International Journal of Management Reviews, volume 17 (1): 69-100, which has been published in final form at http://dx.doi.org/10.1111/ijmr.12037. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving (http://olabout.wiley.com/WileyCDA/Section/id-820227.html#terms).
Original languageEnglish
Pages (from-to)69-100
JournalInternational Journal of Management Reviews
Volume17
Issue number1
Early online date15 May 2014
DOIs
Publication statusPublished - 6 Jan 2015

Fingerprint

Literature review
Alliances
Management capability
Alliance management
Knowledge management
Information sharing
Classification schemes
Knowledge sharing
Peers
Dynamic capabilities
Empirical research
Management knowledge

Bibliographical note

This is the peer reviewed version of the following article: Niesten, E. and Jolink, A. (2015) The impact of alliance management capabilities on alliance attributes and performance: A literature review. International Journal of Management Reviews, volume 17 (1): 69-100, which has been published in final form at http://dx.doi.org/10.1111/ijmr.12037. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving (http://olabout.wiley.com/WileyCDA/Section/id-820227.html#terms).

Keywords

  • corporate alliances
  • alliance management capabilities
  • performance
  • alliance attributes

Cite this

The impact of alliance management capabilities on alliance attributes and performance: A literature review. / Niesten, Eva; Jolink, Albert.

In: International Journal of Management Reviews, Vol. 17, No. 1, 06.01.2015, p. 69-100.

Research output: Contribution to journalArticle

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