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Diagnosing Failure in an Organizational Strategic Alliance for New Product Development

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  • Lara Bartocci Liboni
  • Luciana Cezarino
  • Adriana Cristina Ferreira Caldana
  • Omar Sacilotto Donaires

Abstract

The objective of the present study is to derive the lessons learned from an unsuccessful strategic alliance for new product development involving a Brazilian company and an international company. Organizational strategic alliances for new product development represent an alternative to the construction of competencies. This inter‐organizational cooperation for complementing competencies has generated a learning process between the involved companies, thus enhancing innovation and competitiveness. The Soft Systems Methodology is suitable to address such subject given its learning feature, which is appropriate for exploring the soft problems inherent to alliances. In addition, the use of the Viable Systems Model seems to be appropriate as well, given its ability to cope with the complexity of the problem situation and diagnose the causes of eventual failure. It became clear that the application of these methodologies enabled the authors to organize the issues related to the problem situation, facilitate learning and derive recommendations regarding what could have been done to prevent failure. Such recommendations are expected to be useful in future similar situations. Copyright © 2014 John Wiley & Sons, Ltd.

Suggested Citation

  • Lara Bartocci Liboni & Luciana Cezarino & Adriana Cristina Ferreira Caldana & Omar Sacilotto Donaires, 2015. "Diagnosing Failure in an Organizational Strategic Alliance for New Product Development," Systems Research and Behavioral Science, Wiley Blackwell, vol. 32(6), pages 721-734, November.
    • Handle: RePEc:bla:srbeha:v:32:y:2015:i:6:p:721-734
    DOI: 10.1002/sres.2269
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    References listed on IDEAS

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    Cited by:

    1. Divya Mishra & Amita Mital & Samir K. Srivastava, 2023. "Role of international strategic alliances in internationalization of business group affiliated firms—A system dynamics approach," Systems Research and Behavioral Science, Wiley Blackwell, vol. 40(3), pages 552-572, May.
    2. Harwood, Stephen A., 2019. "A question of interpretation: The Viable System Model (VSM)," European Journal of Operational Research, Elsevier, vol. 274(3), pages 1198-1201.
    3. Alexandre de A. Gomes Júnior & Vanessa B. Schramm, 2022. "Problem Structuring Methods: A Review of Advances Over the Last Decade," Systemic Practice and Action Research, Springer, vol. 35(1), pages 55-88, February.
    4. Ana Gabriela Ramírez-Gutiérrez & Pedro Pablo Cardoso-Castro & Ricardo Tejeida-Padilla, 2021. "A Methodological Proposal for the Complementarity of the SSM and the VSM for the Analysis of Viability in Organizations," Systemic Practice and Action Research, Springer, vol. 34(3), pages 331-357, June.
    5. Bruno Garcia Oliveira & Lara Bartocci Liboni & Luciana Oranges Cezarino & Nelson Oliveira Stefanelli & Irene Kazumi Miura, 2020. "Industry 4.0 in systems thinking: From a narrow to a broad spectrum," Systems Research and Behavioral Science, Wiley Blackwell, vol. 37(4), pages 593-606, July.

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