Abstract
The article discusses the extent to which routine-based alliance capabilities of companies improve their chances of successful strategic alliances. It is noted that many such alliances do not live up to expectations. Research into organizational variables which mediate the relationship of corporate experience and structures to organizational performance is discussed, focusing on management routines which foster alliance capabilities. The results of a study of over 300 corporations involved in research and development alliances are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
