Abstract
Inter-organisational alliances are difficult to manage and show high failure rates. Many factors intervene in the success of an alliance, and it is often difficult for organisations to know where to direct their attentions to ensure that their goals are achieved. Initially, authors who have looked into the causes of alliance failure tended to focus on alliance structure, contract type and the strategic, organisational and cultural fit of the partners. However, although original compatibilities are undeniably an asset, in no way do they guarantee a lasting and satisfactory relation for the two parties.
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Notes
Hastings C. (1993), The new organization: Growing the culture of organizational networking, McGraw-Hill, London. Taken from Beugelsdijk et al., 2004.
Kolb D.A. (1984), Experiential learning: Experience as the source of learning and development, Prentice Hall, Englewood Cliffs, NJ, USA. Taken from Swieringa and Wierdsma, 1995.
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© 2010 Laurence Schwesinger Berlie
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Berlie, L.S. (2010). Building Alliance Capacities. In: Alliances for Sustainable Development. Palgrave Macmillan, London. https://doi.org/10.1057/9780230278066_6
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DOI: https://doi.org/10.1057/9780230278066_6
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-31667-0
Online ISBN: 978-0-230-27806-6
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