Alliance Management Capability: An Investigation of the Construct and Its Measurement
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This research conceptualizes and operationalizes alliance management capability. The authors develop alliance management capability as a second-order construct to capture the degree to which organizations possess relevant management routines that enable them to effectively manage their portfolio of strategic alliances. In addition to identifying and measuring specific organizational routines as critical dimensions of alliance management capability, the authors advance knowledge on the performance effects of dedicated alliance structures and alliance experience based on survey data from 204 firms. Their primary contribution is a theoretically sound alliance management capability measure that is reflected by five underlying routines: interorganizational coordination, alliance portfolio coordination, interorganizational learning, alliance proactiveness, and alliance transformation. One of the key findings is that alliance management capability has a positive impact on alliance portfolio performance and mediates the performance effects of dedicated alliance structures and alliance experience.
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Organizations with a strong alliance management capability possess routines that support various alliance-related tasks, such as partner identification and interorganizational learning, that facilitate an effective execution of interfirm relationships.
“Organizations with a strong alliance management capability possess routines that support various alliance-related tasks, such as partner identification and interorganizational learning, that facilitate an effective execution of 184 O. Schilke interfirm relationships (Schilke and Goerzen, 2010;Schreiner, Kale, and Corsten, 2009).”
From On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism (2014) · cites this paper as Schilke and Goerzen, 2010
Alliance management capability has a five-dimensional, second-order structure.
“I used the measure developed by Schilke and Goerzen (2010), which suggests a five-dimensional, second-order structure of the construct, with the underlying dimensions of (1) interorganizational coordination; (2) alliance portfolio coordination; (3) interorganizational learning; (4) alliance proactiveness; and (5) alliance transformation.”
From On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism (2014) · cites this paper as Schilke and Goerzen, 2010
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References 114 · Cited by 449
- Authors
- Schilke, O., & Goerzen, A.
- Affiliations
- University of California, Los Angeles (US)
- University of Victoria (CA)
- Corresponding author
- Schilke, Oliver
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2010-03-05
- Volume
- 36
- Issue
- 5
- Pages
- 1192-1219
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2083318486
- Cited by
- 449
- References
- 114
- Citations by year
- 2026: 21 · 2025: 10 · 2024: 23 · 2023: 42 · 2022: 36 · 2021: 39 · 2020: 33 · 2019: 32 · 2018: 35 · 2017: 29 · 2016: 23 · 2015: 39 · 2014: 31 · 2013: 34 · 2012: 15
- FWCI
- 51.07
- Type
- journal article
- Language
- en
- Open access
- green
- autopapers.ssrn.com
- Locations
- Journal of Management (publishedVersion)
- SSRN Electronic Journal (submittedVersion)
- RWTH Publications (RWTH Aachen) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
- Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
- Keywords
- alliance management capability, strategic alliances, inter-organizational coordination, inter-organizational learning, alliance transformation, alliance experience, second-order construct, measurement
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