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Strategy - Strategic Partnerships and Alliances 

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6 Reasons Alliances Work Better Than Acquisitions	This article looks at six key differences between alliances and mergers that show attributes of partnerships which may be transferable to mergers.
Alliance Decision-Making of SMEs	Traditional literature in developed countries has been focused on large companies but, few researches have explored alliance as a strategy to develop SMEs. The critical role of decision-making process regarding to the choice of being engaging into an alliance deserves particular research attention.
Alliance Strategy: Managing Beyond the Alliance	Experience and research shows that companies that have a "strategic alliance" without a coherent "alliance strategy" are almost sure to fail.
Competitive advantage in alliance constellations	What determines the success of a firm competing as part of an alliance constellation? leaves us without a framework for analysis and management. The elements of a theory to answer this question are emerging. The paper aims to spark debate on this question.
Decision Making in Strategic Alliances: An Experimental Investigation	This paper experimentally investigates the determinants of the deviation between potential and realized value creation in strategic alliances. 2007.
Embedded patterns of international alliance formation	Prior work provides an array of partially contradictory recommendations on how managers should form international alliances. The purpose of this manuscript is to introduce a more integrative perspective of international alliance formation.
Growth Strategies and Value Creation - What works best for Stock Exchanges?	In recent years, demutualized stock exchanges have been increasingly engaging in M&A and alliance activities. To examine the effect of these growth strategies on exchange shareholders’ value creation, we focus on 14 public stock exchanges and investigate their short-run share price responses to the formation of 110 M&As and alliances all over the world spanning the period 2000-2008. pdf 2010
Guide to Forming a Strategic Alliance	A guide to knowing when to partner—and with whom—with worksheets that help you assess the risks.
Local And Virtual Alliances As A Supplemental Contributor To Firm Performance	The degree of participation of local alliances defines formal and informal relationships designed to share the knowledge base of a particular region.  Local alliances have played an unprecedented role in firm performance in the past.  A firm's involvement with those alliances can often be a measurable component to overall success.
On the Stability of Research Joint Ventures: Implications for Collusion	Although joint R&D activities among firms are encouraged everywhere today, the same old suspicion still lingers: does cooperation in R&D facilitate product market collusion?
Preserve and Strengthen a Business Partnership	Ten-step process resolves conflicts and increases mutual understanding.
Role of organizational learning in strategic alliance	This paper introduces organizational learning as the intermediary of relational capital and alliance capability. In addition, this paper identifies four dimensions of alliance capability confined to organizational learning.
Self-Organisation of Strategic Alliances	A number of factors affecting firms’ decisions to cooperate or not cooperate within strategic alliances have been raised in the literature.
Strategic Alliance Agreements	These Strategic Alliance Agreements are actual legal documents drafted by top law firms for their clients.
Strategic Alliances and Corporate Social Capital	Theory and research have likewise proliferated to explain various dimensions of alliance behavior. We emphasize how alliance networks serve as corporate social capital to further both the individual and collective objectives of partners. We conclude with some speculations about future directions for theory construction and empirical research on strategic alliances. 2002
Strategic Partnering with Chinese companies: Hidden motives and treasures	In this paper we aim to investigate the key drivers of international alliance formation from the perspective of Chinese companies. 2007
Synergies In Strategic Alliances	Motivation And Outcomes Of Complementary And Synergistic Knowledge Networks, Bo Bernhard Nielsen, October 2002
The Embeddedness of Risk Profiles in Strategic Alliance Risk	The literature on strategic alliances has for some time included attention to the issue of risk in these relationships. Unless the strategic focus is diversification, matching risk profiles in strategic alliances can be a good measure of fit.  1999
The Relationship Between Trust & Control in International Joint Ventures	An Empirical Analysis of Sino-German Equity Joint Ventures. 2003
The Role of Knowhow Acquisition in the Formation and Duration of Joint Ventures	A party's increased knowhow provides the impetus for the dissolution of the joint venture, as it decreases the need for the partner's knowhow.
Trust, Control, and Risk in Strategic Alliances: An Integrated Framework	Trust and control are inextricably interlinked with risk in strategic alliances. Hence, to understand how partner firms can effectively reduce and manage this risk, we need to examine the inter-relationships between trust, control, and risk. In this article, we propose a comprehensive and integrated framework of the three constructs in the context of strategic alliances, contending that trust and control are the two principal antecedents of risk. 2001
Walking Down the Corporate Aisle: The Survival of Strategic Alliance	This article reviews literature on global strategic alliances and identifies the key success factors of the process by examining representative studies of different strategic alliances. The theoretical arguments used in previous literature are also presented and eight critical success factors are highlighted explaining the nature of success in alliance process.

For more literature recommendations visit our Strategic Alliances Bookstore

Measuring the Value of Partnering: How to Use Metrics to Plan, Develop, and Implement Successful Alliances 
by Larraine Segil
How does one accurately measure an alliance? With all the factors involved -- productivity, decision making, team performance, the number of new customers, and damage control -- getting a precise measurement can be a complex and daunting task. Knowing which measurement to use, and at what stage of the alliance life cycle, is critical. Measuring the Value of Partnering gives readers a system for measuring a relationship's contribution at every stage of the alliance, from creation to implementation to termination.

Building, Leading, and Managing Strategic Alliances: How to Work Effectively and Profitably With Partner Companies
by Fred A. Kuglin, Jeff Hook
This timely book illustrates five types of strategic alliances and how to structure them to achieve the goals of the component companies. Drawing from industries such as communications, healthcare, appliances, and defense, the book covers:
* How to determine the right type of alliance, and structure it to meet each company's stated goals 
* Sharing knowledge and building inter-company teams 
* Successfully ending an alliance

Mastering Alliance Strategy : A Comprehensive Guide to Design, Management, and Organization 
by James D. Bamford, Benjamin Gomes-Casseres, Michael S. Robinson
Mastering Alliance Strategy presents state-of-the-art thinking and practices for using partnerships effectively. This essential resource will help you understand and use alliances better. The authors argue that the secrets to success lie not solely in the intricacies of a deal but also in the strategy and organization behind the deal. They draw ideas and tools from years of research and reporting on four elements that are key to an effective alliance strategy: Designing the alliance and crafting the agreement, Managing the alliance after it is launched, Leveraging a constellation of alliances, Building an internal alliance capability.

Alliance Competence : Maximizing the Value of Your Partnerships 
by Robert E. Spekman, Lynn A. Isabella 
Written by strategy experts from the University of Virginia’s prestigious Darden School, Alliance Competence combines the latest research and case studies to explore the key aspects necessary to develop a successful alliance. Enhanced by a five-year study of global companies, this book offers unique insights about building the foundations of alliance competence. These competencies provide firms with a source of sustainable competitive advantage that will help them compete more successfully in global markets. Through actual "war stories" the problems and challenges that alliances tend to face are revealed, as well as concrete suggestions for managing through the evolutionary cycle. After examining all the research available, the authors introduce a process they’ve developed called The No Blame Review™ (NBR). This collaborative, nonjudgmental process helps alliances constructively confront times when the alliance seems off track.