Academic Research: Role Choice and Alliance Manager Behaviors
Individuals in a firm tend to operate within role expectations, but this is rarely the case in strategic alliances where different organizations’ interests and expectations are involved. How do alliance managers span boundaries for alliance success while navigating firm-set role expectations and partner-set expectations? How is the limiting nature of firm expectations affected by the AMs’ roles?
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This resource is provided to you by the ARM Partners Collaborative Research Alliance.
Authors:
Dr. Jeffrey L. Cummings, Associate Professor, Sellinger School of Business, Loyola University Maryland, Baltimore, MD, USA. His research and consulting focuses on strategic alliances, strategy formulation approaches and knowledge-transfer mechanisms. His work has been applied at IBM, the World Bank and the U.S. Navy, among other organizations, and has appeared in Long Range Planning, California Management Review, Journal of Engineering and Technology Management and other outlets. E-mail: jcummings@loyola.edu. Dr. Cummings is a Co-Founder of the ARM Partners Collaborative Research Alliance.
Dr. Dave Luvison, Dave holds the rank of Executive in Residence at Loyola University Maryland and is a Fulbright Specialist. He earned his doctorate of business administration from the H. Wayne Huizenga School of Business and Entrepreneurship at Nova Southeastern University. His research and applied interests lie in the areas of inter-organizational collaboration and strategic alliances. Prior to entering teaching, Dave accumulated over 20 years of hands-on experience managing alliances, building alliance programs and consulting to firms in the area of alliance management. Dr. Luvison is a Co-Founder of the ARM Partners Collaborative Research Alliance.
* This is a pre-publication version of this paper. The published version is available at:
http://journals.sagepub.com/doi/abs/10.1177/1059601117696620
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