Value creation and success in strategic alliances:: alliancing skills and the role of alliance structure and systems

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Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense (2006, background): “Interorganizational relationships, such as alliances, joint ventures, and outsourcing initiatives are known to entail issues of coordination, control, and legitimacy (see Kale et al. 2001; Madhok 2002; Sitkin and Bies 1993).”
Towards a Dialectic Perspective on Formalization in Interorganizational Relationships: How Alliance Managers Capitalize on the Duality Inherent in Contracts, Rules and Procedures (2007, background): “…Vlaar et al. 2006; Zollo & Singh 2004 Governability of the relationship Clegg et al. 2002a; Rose & Miller 1992 Anticipation and mind-stretching Kale et al. 2001; Kotabe et al. 2003 Target for contraction Stinchcombe 2001; Zollo & Singh 2004 Induce collective learning Avadikyan et al. 2001;…”
Experience effects and collaborative returns in R&D alliances (2005, background): “Further, we might expect there to be important differences between alliance management effectiveness, as argued by Kale et al. (2001), with some alliance management offices better at retention, some better at the learning process, and others best at the coordinating role.”