Alliance capabilities in a B2B Event Company: a case study on the use of alliance portfolio management tools
Objective of the study: to understand how a company in the Business to Business (B2B) event industry manages and develops its strategic alliance capabilities to gain competitive advantages. Methodology/approach: a qualitative single case study was conducted in a Brazilian subsidiary of a German comp...
| Autores: | , , , |
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| Tipo de recurso: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2024 |
| País: | Brasil |
| Institución: | Revista Ibero-Americana de Estratégia (RIAE) |
| Repositorio: | Revista Ibero Americana de Estratégia - RIAE |
| Idioma: | inglés portugués |
| OAI Identifier: | oai:ojs.periodicos.uninove.br:article/25766 |
| Acceso en línea: | https://periodicos.uninove.br/riae/article/view/25766 |
| Access Level: | acceso abierto |
| Palabra clave: | alianças estratégicas capacidades de alianças desenvolvimento de alianças gestão de portfólio strategic alliances alliance capabilities alliance portfolio portfolio management alianzas estratégicas capacidades de la alianza portafolio de alianzas gestión de la cartera |
| Sumario: | Objective of the study: to understand how a company in the Business to Business (B2B) event industry manages and develops its strategic alliance capabilities to gain competitive advantages. Methodology/approach: a qualitative single case study was conducted in a Brazilian subsidiary of a German company that operates in the B2B event organization sector. Originality/relevance: given the profusion of collaboration strategies within alliances, knowledge about the management of these partnerships helps organizations in performing their activities, including managing their alliance portfolio. Furthermore, this study discusses the instruments used for this management, showing their applicability. Main results: data analysis allowed us to identify the importance and need to formalize alliance management instruments, particularly those related to knowledge sharing and the establishment of a structure that centralizes information and processes used. It also demonstrated the importance of intentional and structured knowledge sharing for the management of future alliances, as well as the use of training for those involved in this task. In line with the literature, the investigated company sees the hiring of experts on the topic as crucial for the development of new alliances. Theoretical/methodological contribution: the results of this work contribute to the literature in the field of strategic alliances by describing how the investigated company develops its alliance capabilities in the light of four tools proposed by Heimeriks & Reuer (2006) – (1) functional and staffing solutions, (2) tool-based solutions, (3) training solutions, and (4) third-party solutions. |
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