Alliance Competence Research Articles

Effect of R&D capability and Technology Alliance Competency on Technology Alliance Performance in SMEs

Effect of R&D capability and Technology Alliance Competency on Technology Alliance Performance in SMEs

Assessing Healthcare Leader Competency Proficiency Levels in Evaluating Graduate Healthcare Leadership Student Competency Proficiency Levels and Curriculum

Healthcare leaders must possess specific competencies to perform their job requirements by identifying what competencies may need development and take steps to further their education, knowledge, and proficiency. This exploratory research aims to utilize industry data when evaluating student competency proficiency and how that data might impact curriculum development. The research question that is addressed: At what competency proficiency level do working healthcare leaders rate themselves utilizing Benner’s Novice to Expert Theory (1982)? Graduate programs should evaluate current industry data to evaluate how students’ progress in their programs and determine if curriculum changes are needed. Graduate programs should also determine a competency proficiency level goal that students will achieve based off stakeholder input. Twenty-two healthcare leaders from a Midwest, non-profit healthcare organization were invited to participate in an online survey that utilized a 5-point Likert scale in which participants rated their level of proficiency across five domains: (a) leadership, (b) professionalism, (c) communication and relationship building, (d) knowledge of the healthcare environment, and (e) business skills. The corresponding competencies were adapted from the American College of Healthcare Executives (ACHE) Competencies Tool (2019) and the Healthcare Leadership Alliance (HLA) Competency Directory (2010). The majority of participants rated themselves between competent and intermediate/advanced on the competencies. Corresponding means and modes were rated highest with levels above three (intermediate) and four (between intermediate/advanced) related to the domains of leadership, professionalism, and communication and relationship building. The domains of knowledge of the healthcare environment and business skills had intermediate and intermediate/advanced ratings with lower means compared to the other three domains. The results of this study could help graduate programs define a program goal for student competency proficiency level and design a plan to utilize industry data to design, evaluate, and update graduate curriculum to help students meet the identified competency proficiency goal.

Coopetitive innovation alliance performance: Alliance competence, alliance’s market orientation, and relational governance

High-technology firms often partake in coopetitive alliances toward improving their innovation performance. As relational governance contributes significantly to explaining the coopetitive alliance success, this research examines the facilitation of relational governance in coopetitive alliances. Drawing from social contract theory, we propose that alliance’s market orientation (AMO) is a means to establish social and cooperative norms, which in turn, increases the viability of relational governance. The analysis of 246 coopetitive innovation alliances among firms in high-technology industries reveals that alliance competence is an important antecedent to AMO, and AMO plays a key role in facilitating relational governance toward improving alliance performance. Furthermore, environmental turbulence enhances the positive influence of relational governance.

A Meta-Analysis of the Counseling Literature on Technology-Assisted Distance Supervision

In this meta-analysis, we examined the effect of distance clinical supervision in comparison with traditional face-to-face supervision in conformity with the guidelines offered by the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA). We analyzed empirical studies (i.e., three journal articles and one dissertation) on clinical supervision published between 2000 and 2018. Analyses determined the overall effect sizes of supervision by format (i.e., distance vs. face-to-face) and compared the effect sizes of distance vs. face-to-face supervision, specifically, by supervisee satisfaction, supervisory alliance, and supervisee competency. Results indicated that the overall effect sizes of supervision, as well as the effect sizes for the three variables, did not significantly differ by format. Implications of non-significant difference in the effect sizes by different formats of clinical supervision (distance vs. face-to-face) are discussed.

Managerial competencies-A survey of healthcare managers in a tertiary hospital in Calabar, South-South Nigeria.

Tertiary hospitals are specialized institutions that provide managed care for patients. It has been shown that the productivity of any organization/institution is as good as the performance of its managers. This study assessed the management knowledge of Healthcare Managers in a tertiary hospital in Calabar, Nigeria. This was a descriptive cross-sectional study that employed a structured questionnaire (adapted from the Health Leadership Alliance competency directory). Data were analyzed using SPSS version 20. A total of 266 managers were included in this studywith a M: F ratio of 1.3:1. The knowledge rating of role of non-clinical professionals, regulatory agency standards, preparation of business communication, change process management and policy formulation and analysis varied significantly among the three levels of management (p < 0.05). Less than 50% of operational and middle managers rated themselves as experts in all the competency domains while majority (80%) of strategic managers rated themselves as more than proficient in most of the competency items. There is inadequate managerial knowledge at all levels of management in a typical tertiary hospital in Nigeria with the potential to impact negatively on quality healthcare delivery.

Perceived important managerial competencies for healthcare managers at a tertiary healthcare institution in Calabar, Cross River State, Nigeria

Background: Management in healthcare industry has evolved over the years. There is increasing need for healthcare managers to acquire new skill sets particularly those related to strategic planning and business management.Aims: We sought to determine managerial competencies perceived as importsnt for healthcare managers in a tertiary healthcare institution in Calabar, Nigeria.Methods: A structured questionnaire (modeled after the Health Leadership Alliance competency questionnaire) was self-administered to 266 randomly selected managers comprising 5 strategic managers, 53 middle managers and 208 operational managers. Data were analyzed using SPSS version 20.Results: A total of 266 managers were included in this study with a M: F ratio of 1.3: 1. The findings of this study showed that operational, middle and strategic managers rated 27, 37 and 46 of the competencies as contributing significantly with a mean rating of ≥ 4. Important/essential competencies differed between the three tiers of management. Competencies related to financial/business management were not considered very important. The result from qualitative arm synchronized with the quantitative arm to some extent, and provided insight to the managers’ perspective.Conclusions: The findings of this study highlights the incongrous paradigm between managerial level and perceived important management competencies and supports the belief that there is inadequate managerial capacity especially those related to financial/business management.

Terapeuters opplevelse av endring iegen arbeidsalliansekompetanse etter utdanning i Motiverende Intervju

Therapists’ ability to build strong therapeutic alliances is essential to patients’ self-confidence and motivation for change. Therapists who trust their own alliance competence also improve their ...

Review and Support of the Relationship between Alliance Competence and Alliance Orientation

Review and Support of the Relationship between Alliance Competence and Alliance Orientation

Alliance competence

PurposeThe purpose of this paper is to investigate alliance formation competence and attitudes toward brand alliances as antecedents of the firm's propensity to brand ally. It aims to test the hypothesis that the relationship between alliance experience and alliance competence is moderated by the relative quality of the experience, which the authors call valence of alliance experience.Design/methodology/approachResearch hypotheses were empirically tested with a national sample of senior marketing executives and brand managers.FindingsThe firm's propensity to engage in brand alliances is a function of well‐developed strategic alliance capabilities and positive managerial attitudes toward brand alliances. Importantly, when the firm's prior experience in alliances is relatively more positive the relationship between alliance experience and alliance competence is strengthened.Originality/valueNot all alliance experience is the same. This study, one of the first studies to examine the relative quality of alliance experience, confirms that the relationship between alliance experience and alliance competence is significantly stronger when that experience has been relatively more positive. This study also contributes to the strategic alliance literature by providing empirical evidence for the importance of managers' attitudes toward brand alliances in driving the firm's propensity to brand ally. By choosing brand alliances as the context for the study the paper contributes to the brand alliance literature by investigating the brand alliance phenomenon from the firm's perspective.

Alliance Competence: From Conceptualization to Implementation, with Implications for the Alliance Manager

Many companies face the challenge of competing on the global stage, and alliances have been touted as one approach to gain competitive advantage. Over the last 20 years, the number of alliances has grown almost exponentially, but the rate of failure still holds at about 60 percent. A command-and-control approach will not work in today’s world, yet to managers whose traditional way of doing business resists collaboration, an alliance mindset does not come naturally. This chapter examines why managers haven’t gotten better at alliance management. We are interested in understanding why some firms are more successful at alliance management and which skills result in a higher rate of success. The construct of alliance competence is explored and its various elements defined. Also articulated are different strategies a firm might employ to develop these skills and capabilities in its alliance managers, including organizational structures and processes. Alliances are about people, so we emphasize the interpersonal dynamics of alliance competence.

Key Factors Affecting Positional Advantage of Export Partnerships

Abstract Current economic trends have provided incentives for firms to explore the global competitive landscape, and export-ventures are one of the strategies for developing successful international marketing networks, especially when a firm's resources are limited. Although research suggests that export-ventures are valuable tools for improving performance in the global marketplace, the establishment of such ventures does not automatically guarantee positive results. Export-venture long-term success depends on the development of close partnerships. Despite this importance, few studies have tried to explain export partnership success. This study represents an attempt to understand the key factors that influence export-venture success. The central thesis of this study is that both exporters and export intermediaries play important roles in developing positional advantages for export-ventures. Using resource-advantage theory of competition as an underlying framework, a model is developed that draws on the r...

Explaining alliance success: Competences, resources, relational factors, and resource-advantage theory

Business alliances, by filling critical resource gaps, enable firms to have positional advantages that lead to superior financial performance. Some alliances, however, are more successful than others. The three prominent theoretical approaches to explaining alliance success rely on resources, competences, and relational factors. The authors theorize that the three approaches are interdependent and, using resource-advantage (R-A) theory as a framework, develop an integrative model. This model proposes that the three approaches are linked by means of relationships among (1) alliance competence, (2) complementary resources, (3) idiosyncratic resources, and (4) cooperation. A test of the model, using a sample of alliance professionals, finds support for the theory that the three approaches are, indeed, interdependent and that resources, construed in the manner of R-A theory, influence alliance success through positional advantage.

Strategic Alliances: What Can We Learn When They Fail?

ABSTRACT Purpose. The purpose of this research is to develop a theory-based model of alliance failure with a specific focus on alliance lifecycle phases that have, for the most part, been ignored in extant literature. The fundamental premise of this research is that alliances fail because decisions (not) made by managers “set up” alliances for failure long before an alliance is formed (i.e., in the strategic planning stage and partner evaluation and selection stage) and long after an alliance should have been terminated (i.e., the termination stage). It is posited that some factors may lead to alliance failure but have no influence on alliance success. Furthermore, it is suggested here that by focusing on failure, managers may be able to take steps to correct and prevent future alliance failures. Methodology/Approach. This is a theoretically based conceptual paper. Empirically testable propositions are developed. Findings. Following the theory posited in this paper, one may draw the following conclusions: 1. Top managers must be careful to develop strategic alliances that are associated directly with the strategic needs of the company. That is, make your alliances fit your strategy, not your strategy fit your alliances. 2. Top managers should prioritize alliances based on strategic needs and allocate resources accordingly. 3. Organizations should develop an alliance competence or capability-focused alliance function. 4. If resources dedicated to an alliance are not utilized, then they should be returned to the contributing party or at least not considered when distributing alliance-derived proceeds. 5. When alliances cease creating value, objectively evaluate whether or not they should be terminated. Originality/Value/Contribution of the paper. This paper advances alliance theory and practice by taking a complementary view of alliance failure and articulating how managers' decisions and (in)actions influence the likelihood of alliance failure at various points in the alliance lifecycle (Table 1). By highlighting factors that lead to failure, managers can take actions to improve the likelihood of success of strategic alliances.

Creating Competitive Advantage Using Non-Equity Strategic Alliances: A Small Company Perspective

Global supply chain strategic alliances are an underdeveloped area in international business research. Development of non-equity strategic alliances is posited in this study as a technique that small to medium-sized firms (SMEs) may use to compete effectively against larger, more established rivals. In addition, by extending the foreign market entry decision-making process beyond the immediate time frame, SME members of supply chains utilizing a global strategy better position themselves for future growth. The dynamic capabilities of coevolving and knowledge accessing are described as critical elements to the SME’s efforts to create a strategic alliance competency.

Alliance Competence, Resources, and Alliance Success: Conceptualization, Measurement, and Initial Test

This research examines the effect of an alliance competence on resource-based alliance success. The fundamental thesis guiding this research is that an alliance competence contributes to alliance success, both directly and through the acquisition and creation of resources. Using survey data gathered from 145 alliances, empirical tests of the hypotheses provide support for the posited explanation of alliance success. The findings indicate that an alliance competence is not only antecedent to the resources that are necessary for alliance success but also to alliance success itself.