Learning dynamics in the alliance development process

Abstract

Purpose

The paper seeks to propose a framework for examining the dynamics of learning in the various stages of alliance development.

Design/methodology/approach

The three kinds of learning in alliances are described – namely, content, partner‐specific, and alliance management – and the saliences and implications of particular types of learning in different alliance stages are discussed.

Findings

The framework makes clear that alliance learning varies according to the stages of the alliance developmental process (formation, operation, outcome), and that different types of learning have different strategic implications.

Practical implications

Briefly, content learning augments the collective strengths of the alliance, partner‐specific learning (i.e. learning about a partner as opposed to learning from a partner) is crucial in determining whether or not an alliance gets formed, and alliance management learning helps build the confidence of the alliance partners in managing alliances.

Originality/value

The article responds to the need of managers with alliance responsibilities for a framework to help identify and exploit the most effective types of learning opportunities, vis‐à‐vis partners and the alliance as a whole, during the specific alliance development stages of formation, operation, and outcome.

Citation

Das, T.K. and Kumar, R. (2007), "Learning dynamics in the alliance development process", Management Decision, Vol. 45 No. 4, pp. 684-707. https://doi.org/10.1108/00251740710745980