Authors: Dinesh Kumar Likhi; Sushil
Addresses: Mishra Dhatu Nigam Limited, Kanchanbagh (P.O), Hyderabad-500 058, India ' Department of Management Studies, Indian Institute of Technology, IV Floor, Vishwkarma Bhawan, Hauz Khan, New Delhi-16, India
Abstract: Capturing cross-business synergies is at the heart of corporate strategy. The subject is becoming important, as organisations are increasingly adopting the paths of strategic alliances and networks, to achieve corporate goals. The alliance partners' arena represents one of the dimensions of strategic alliances. The partners could be from the same country or they could be from different countries. Indian business organisations are experiencing a major paradigm shift towards strategic alliances in response to increasing environmental turbulences. The purpose of the research is to see what factors contribute to build alliance capability. The inductive case development is to explore such variables which are important for success of strategic alliance. The case taken for research belongs to a subsidiary of India's largest oil company. Using adapted model of qualitative research (SAP-LAP), case enquiry reveals external context and leadership-support and commitment are key determinants for alliance performance.
Keywords: corporate strategy; international strategic alliances; strategic alliance capability; oil industry; case study; India; external context; leadership support; leadership commitment.
International Journal of Business Performance Management, 2013 Vol.14 No.4, pp.341 - 355
Received: 08 May 2021
Accepted: 12 May 2021
Published online: 24 Aug 2013 *