Abstract
An increasing number of organisations view strategic alliances as the adequate response to rapid developments in market demands. By (temporarily) joining forces, products and services can be supplied when they are in demand. The poor success rate with respect to alliances (60—70%; of all alliances are disbanded prematurely) indicates that co-operation of this type involves a number of characteristic problems for which specific management skills are required. In developing these skills, it is vital that we learn from experience with successful and unsuccessful alliances. However, forming an alliance is so dependent on the specific circumstances that experience will not render a uniform recipe, albeit that the ingredients can be identified. Their quantity will differ in each individual situation.
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