Abstract
AbstractThe emerging digital transformation in the twenty‐first century is rapidly and significantly changing the business landscape. The fast‐changing activities, expectations and new modes of collaboration suggest it is time to review the current theoretical insights from strategic alliance (SA) research, which are based on assumptions from a different era. We therefore aim to stimulate multidisciplinary debate and theoretical reflections to better understand emerging paradoxes and challenges that contemporary firms face in the formation, evolution and dissolution of strategic alliances. Specifically, we offer alternative visions of SA research and suggest fresh applications or supplements of existing theoretical perspectives and research methods that can better address the research questions emerging from an era of digital transformation.
Highlights
Over the past three decades, strategic alliances (SAs) have attracted substantial attention from industry and academia (e.g. Child et al, 2019; Das, 2006; Devlin and Bleackley, 1988; James, 1985)
We argue that a forum for debate, extending and challenging existing perspectives, is urgently needed as there is a lack of synthesized work that takes into account the changing nature of SAs in a rapidly evolving environment
We offer a critical perspective by reviewing the main applications of existing theories in some significant ways and offering a major opportunity for the development of interesting and influential theories in the future
Summary
Over the past three decades, strategic alliances (SAs) have attracted substantial attention from industry and academia (e.g. Child et al, 2019; Das, 2006; Devlin and Bleackley, 1988; James, 1985). Gulati (1999) shows that by Kale and Singh (2007) show that an alliance Schilke (2014) suggests that influencing the extent to learning process (involving articulation, dynamic capabilities, such which firms have access to codification, sharing and internalization of as an alliance information about know-how) is positively related to a firm’s management capability, potential partners, overall alliance success can give the firm network resources are an Fang and Zou (2009) conceptualize marketing competitive advantage, important catalyst for new dynamic capabilities (MDCs), investigate but this effect is alliances their development in international joint contingent on the level of ventures (IJVs) and explore their effect on dynamism in the firm’s. The management of SAs has been challenging in the past, but it may become more feasible in the future, enabled by increasingly sophisticated technological solutions
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