Document Type : Review Article

Authors

1 Doctorate in Business Policy, Business Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

2 Associate Professor, Department of Business Administration, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

3 Associate Professor, Malik Ashtar University of Technology, Tehran, Iran

Abstract

Alliances can be a very effective way to achieve new strategic opportunities, but despite this, a high percentage of strategic alliances fail and end failure.. Therefore, the present study sought to identify the factors affecting the stability and stability of strategic alliances using a systematic review. The case of the study was all articles accepted from invalid databases after filtering in several stages, 44 articles were reviewed for final evaluation and analysis. In the coding process stage, the selected articles were performed and 30 sub-themes were divided into three main themes: Senior management team, structure, and business. In the individual section, the strategic ability of the leaders, the commitment of the senior management team, the coordination between the senior managers of the units, having interdisciplinary specializations, and having previous experience in the inter-company cooperation space were identified. In the structure section, module management process, continuous and short-term performance feedback, data output transparency, number of module partners, complementary resources, distinct goals, having an international perspective, intangible outputs, symmetric learning capabilities, clear division of labor, a form of governance, Type of contract, reward system, contract orientation and type of exchange were identified; For the business sector, cultural distance, market growth, partner reputation, partner size, partner experience, contract territory, type of partner activity, cash flow of each partner, a unique type of exchange, correct choice of key partner were selected. Finally, based on the five identified proportions (cultural, strategic, operational, organizational, and individual) at each level of sustainability, it can be significantly increased

Keywords

[1]    Dorogovtsev, S. N., Goltsev, A. V. & Mendes, J. F. F.(2005). Critical phenomena in complex networks. Rev. Mod. Phys. 80, 1275–1335 
[2]    Luo Y and Peng MW (1999) Learning to compete in a transition economy: Experience, environment, and performance. Journal of International Business Studies 30: 269–295.
[3]    Gulati, R; Lavie,D and Singh,H.(2000). The Nature of Partnering Experience and the Gains from Alliances, Strategic Management Journal,30(11), 1213-1233.
[4]    Meier, M. (2011). Knowledge management in strategic alliances: A review of empirical evidence. International Journal of Management Reviews, 13(1), 1–23.
[5]    Nielsen, B. B., & Nielsen, S. (2009). Learning and innovation in international strategic alliances: An empirical test of the role of trust and tacitness. Journal of Management Studies, 46(6), 1031–1056.
[6]    Mitsuhashi,M and Greve,M.(2009). A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility, The Academy of Management Journal 52(5),1-50.
[7]    Kale, P., Dyer, J. H., & Singh, H. (2002). Alliance capability, stock market response, and long term alliance success: The role of the alliance function. Strategy Management Journal, 23(8), 747–767.
[8]    Martynov,A.(2017). Alliance portfolios and firm performance: the moderating role of firm strategic positioning, Journal of Strategy and Management 10(2),1-50.
[9]    Ernst,D & Bamford,J.(2005). Your alliances are too stable , Harvard Business Review 83(6):133-41, 150
[10]    Dhir,S & Sushil(2017). Flexibility in Modification and Termination of Cross-Border Joint Ventures Sanjay , Global Journal of Flexible Systems Management, 18, 139–151
[11]    Heimeriks, K.H.  Bingham, C.B.  Laamanen T.(2015). Unveiling the temporally contingent role of codification in alliance success Strat. Manag. J., 36 , 462-473.
[12]    Das, T.K., Teng, B.S.( 2003). Partner analysis and alliance performance. Scandinavian Journal of Management, 19, 279–308.
[13]    Russo,M and Cesarani,M.( 2017). Strategic alliance success factors: a literature review on alliance lifecycle,Int. J. Bus. Adm., 8 (2017), 1-9.
[14]    Hübel,C; Weissbrod,L and Schaltegger,s.(2022). Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes, Long Range Planning,55(6),1-20.
[15]    Inkpen,A.C and Beamish,P.W( 1997).Knowledge, bargaining power, and the instability of international joint ventures, Acad. Manag. Rev., 22 (1) ,177-202. 
[16]    Yang, W., & Meyer, K. E. (2019). Alliance proactiveness and firm performance in an emerging economy. Industrial Marketing Management, 82, 226-237.
[17]    Shah,R.H, & Swaminathan,V.(2008). Factors influencing partner selection in strategic alliances: the moderating role of alliance context, strategic management, 29(5).  471-494.
[18]    Johansson ,J.(2008).Essays on Collaborative Processes Among SMEs For Competitiveness Development Thesis for Doctoral Degree, Sweden Luleå, university of technology.
[19]    De Wit, B. and Meyer, R. (2004) Strategy: Process, Content, Context. 3rd Edition, Thomson Learning, London.
[20]    Ford, D., Gadde, L.E., Håkansson, H., Lundgren, A., Snehota, I., Turnball, P., Wilson, D.(1998). Managing Business Relationships. Wiley & Sons, London
[21]    Gadde, L.E., Mattsson, L.G.(1987). Stability and change in network relationships. International Journal of Research in Marketing ,4, 29–41.
[22]    Luo, Y., (2005). How important are shared perceptions of procedural justice in cooperative alliances? Academy of Management Journal 48 (4), 695–709.
[23]    Glaister, K.W., Buckley, P.J.(1998). Measures of performance in UK international alliances. Organization Studies 19 (1), 89–118.
[24]    Jiang, X., Li, Y., & Gao, S. (2008). The stability of strategic alliances: Characteristics, factors and stages. Journal of International Management, 14(2), 173-189.
[25]    Isidor,P & Steinmetz,H.(2014). Linking transaction cost and social exchange theory to explain strategic alliance performance: a meta-analytic structural equation model Strategic Business Alliances,3(3), 2014.
[26]    Palmatier, R.W., Dant, R.P. and Grewal, D. (2007) ‘A comparative longitudinal analysis of theoretical perspectives of interorganizational relationship performance’, Journal of Marketing, 71(10),172–194.
[27]    Williamson, O.E. (1985) The Economic Institutions of Capitalism. Firms, Markets, Relational Contracting, Free Press, New York.
[28]    Muthusamy, S.K. & White, M.A. 2005. Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View. Organization Studies, 26(3): 415-441
[29]    Mohr, A.T. and Puck, J. (2013) ‘Revisiting the trust-performance link in strategic alliances’,Management International Review, 53(2),269–289.
[30]    Mayer, R.C., Davis, J.H., Schoorman, F.D., 1995. An integrative model of organizational trust. Academy of Management Journal 20 (3), 709–734.
[31]    Emami,M,  Welsh,H.B,  Davari,A & Rezazadeh,B.(2022). Examining the relationship between strategic alliances and the performance of small entrepreneurial firms in telecommunicationsInternational Entrepreneurship and Management Journal (2022) 18:637–662
[32]    Toylan, N.V., Semerciöz, F, & Hassan, M.U. (2020). Knowledge Sharing in Strategic Alliance Relationships: An Empirical Research on Hotels in Turkey. European Journal of Tourism Research 24, 2403
[33]    Jiang a ,X;  Wang a ,L; Cao b,B and FanmX.(2020). Benefit distribution and stability analysis of enterprises’ technological innovation cooperation alliance, Computers & Industrial Engineering 161 (2021) 107-127.
[34]    Robson, M. J., B. B. Schlegelmilch and B. Bojkowszky (2012). ‘Resource deployment stability and performance in international research-and-development alliances: A self-determination theory explanation’, Journal of International Marketing, 20, 1-18.
[35]    Min ,H. Joo,S.J(2016). A comparative performance analysis of airline strategic alliances using data envelopment analysis, Journal of Air Transport Management 52 (2016) 99-110
[36]    Rahman, N., & Korn, H. J. (2014). Alliance longevity: Examining relational and operational antecedents. Long Range Planning, 47(5), 245–261.
[37]    Lew,Y.K and Sinkovics.(2013). Crossing Borders and Industry Sectors: Behavioral Governance in Strategic Alliances and Product Innovation for Competitive Advantage, Long Range Planning 46 (2013) 13-38. 
[38]    Oum ,T.H& Zhang,H.(2001). Key aspects of global strategic alliances andthe impacts on the future of Canadian airline industry, Journal of Air Transport Management 7 (2001) 287–301
[39]    Nikbakht, M., Moshabaki, A., Kordnaeij, A., & Khodadad Hosseini, S. H. (2019). Identifying and Ranking of Factors Influencing the Formation of Types of International Strategic Alliance. Journal of Business Management Perspective, 18(39),39-13.
[40]    Okoli, C., & Schabram, K. (2010). A Guide to Conducting a Systematic Literature Review of Information Systems Research. Sprouts: Working Papers on Information Systems, 10-26.
[41]    Creswell J. w. (2012). Educational research: planning, conducting and evaluating quantitative and qualitative research. (Fourth edition). Pearson. Boston.
[42]    Critical Appraisal Skills Programme (2018). CASP (insert name of checklist i.e. Qualitative) Checklist. [online] Available at: URL. Accessed: Date Accessed.
[43]    Möller,K & Svahn, S.(2003). Managing strategic nets: A capability perspective, marketing theory 3(2),201-226.
[44]    Sarkar, M., Aulakh, P. S., & Madhok, A. (2009). Process capabilities and value generation
in alliance portfolios. Organization Science, 20, 583–600.
[45]    Elmuti,D & Kathawala,D.(2001).An overview of strategic alliances, Management Decision 39(3):205-218
[46]     Harrison,J, Hitt,M,Hoskisson,H.E & Ireland,R.D.(2000). Resource Complementarity in Business Combinations: Extending the Logic to Organizational Alliances, Journal of Management 27(6):679-690
[47]    Wittmann, C., Hunt, S. D., Arnett, D. B. (2009). Explaining Alliance Success: Competences, Resources, Relational Factors, and Resource-Advantage Theory. Industrial Marketing Management, 38(7), 743-756.
[48]    Perkmann,M & Walsh,K.( 2008). University–industry relationships and open innovation: Towards a research agenda, University–Industry–Government Relationships,9(4),259-280.
[49]    O'Dwyera,M  & Gilmore,A.(2018). Value and alliance capability and the formation of strategic alliances in  SMEs: The impact of customer orientation and resource optimisation, Journal of Business Research 87 (2018) 58–68.
[50]    Reuer, J.J., Zollo, M., Singh, H.(2002). Post-formation dynamics in strategic alliances. Strategic Management Journal 23 (2), 135–151
[51]    Duysters,G & Heimeriks,W. (2005). Developing alliance capabilities: an empirical study, Center for Strategic Management and Globalization Copenhagen Business School Porcelænshaven 24.
[52]    Lakpetch,P & Lorsuwannarat,T.(,2012). Knowledge transfer effectiveness of university-industry alliances, International journal of organizational analysis. 20( 2), 128-186.
[53]    Cui, Y; Yang,H AND Vertinsky,I.(2017). Attacking your partners: Strategic alliances and competition between partners in product markets, Strat Mgmt J. 2018;39:3116–3139.
[54]    Krishnan,R, Xavier,M & Noorderhaven,N.G.(2006). When Does Trust Matter to Alliance Performance? The Academy of Management Journal,49(5), 894-917.
[55]    Rothaermel, F. T., & Boeker, W. (2008). Old technology meets new technology: Complementarities, similarities, and alliance formation. Strategic Management Journal, 29(1), 47–77.
[56]    D'Aveni, R. A., Dagnino, G. B., & Smith, K. G. (2010). The age of temporary advantage. Strategic Management Journal, 31, 1371–1385.
[57]    Douma,M.U; lderbeek,J.B; Idenburg,P.J and Looise,j.k.(2000). Strategic Alliances Managing the Dynamics of Fit, Long Range Planning 33 (2000) 579-598