Using data from a survey administered to 151 chief audit executives and internal audit consultants, this research seeks to identify, categorize, and quantify common and systematic risks associated with the formation and performance management of innovative inter-organizational forms, control practices currently being implemented, and effectiveness of chosen control practices.

Results indicate that most of the risks faced by firms as a result of strategic alliances are not highly probable; however, many of the risks would be highly detrimental to the firm if they were to occur. Therefore, careful management of these risks is critical to the success of the alliance partnership and the strategic objectives of the firm. pdf