Volume 16, Issue 3, June 2016, Pages 605–625
Hicham Achelhi1 and Patrick Truchot2
1 Professeur, Expressions culturelles, intertextualité et Management, Université Abdelmalek Essaâdi, Faculté Polydisciplinaire - Larache, Morocco
2 Équipe de Recherche sur les Processus Innovatifs, Ecole Nationale Supérieure en Génie des Systèmes Industriels, Université de la Lorraine, Nancy, France
Original language: English
Copyright © 2016 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
The aim of this article is to understand alliances in order to reduce the risks of their fail. Thus, understanding the governance of alliances can provide critical insights into how such ties can be better managed: we focus on the coordination-cooperation relationship. The first part of this article, we will give a theoretical back ground about cooperation and coordination. A conceptual framework of the coordination/cooperation process is developed. Then, based on action research of alliances projects, we explain a part of strategic alliance management thanks to our management of an alliance project of 14 partners from 7 countries. In order to maximize our comprehension, we realize surveys and interviews. This study high lightens the existence of a process coordination-cooperation which is sequenced and cycled that allows achieving objectives of strategic alliance and also partners objectives. For improving the performance and the success of the alliance project, it is necessary that the coordination-cooperation process go through different strategic level of different partners engaged in the alliance project.
Author Keywords: Cooperation, coordination, Alliance.
Hicham Achelhi1 and Patrick Truchot2
1 Professeur, Expressions culturelles, intertextualité et Management, Université Abdelmalek Essaâdi, Faculté Polydisciplinaire - Larache, Morocco
2 Équipe de Recherche sur les Processus Innovatifs, Ecole Nationale Supérieure en Génie des Systèmes Industriels, Université de la Lorraine, Nancy, France
Original language: English
Copyright © 2016 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
The aim of this article is to understand alliances in order to reduce the risks of their fail. Thus, understanding the governance of alliances can provide critical insights into how such ties can be better managed: we focus on the coordination-cooperation relationship. The first part of this article, we will give a theoretical back ground about cooperation and coordination. A conceptual framework of the coordination/cooperation process is developed. Then, based on action research of alliances projects, we explain a part of strategic alliance management thanks to our management of an alliance project of 14 partners from 7 countries. In order to maximize our comprehension, we realize surveys and interviews. This study high lightens the existence of a process coordination-cooperation which is sequenced and cycled that allows achieving objectives of strategic alliance and also partners objectives. For improving the performance and the success of the alliance project, it is necessary that the coordination-cooperation process go through different strategic level of different partners engaged in the alliance project.
Author Keywords: Cooperation, coordination, Alliance.
How to Cite this Article
Hicham Achelhi and Patrick Truchot, “Strategic Alliance Management Performance - Coordination / Cooperation cycle: action-research study,” International Journal of Innovation and Applied Studies, vol. 16, no. 3, pp. 605–625, June 2016.
