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Interpartner harmony in strategic alliances: managing commitment and forbearance

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  • T.K. Das
  • Rajesh Kumar

Abstract

We propose a framework to understand interpartner harmony in strategic alliances. Interpartner harmony in strategic alliances denotes the mutual understanding that alliance members accomplish by managing commitment and forbearance in the context of their interdependence. We proceed from the notion that the pervasive conflict-based view of alliances has clouded the consideration of the quest for harmony as a significant factor in alliance dynamics. We believe that alliances have an inbuilt resilience that makes the emergence of harmony a natural outcome, through the joint exercise of commitment and forbearance, even as conflict and opportunism persist as inevitable challenges. We describe the four kinds of interpartner harmony in alliances – superficial, specious, constrained and communal – based on the degrees of commitment and forbearance. We also discuss the salience of each of these interpartner harmony types in the three principal types of alliances (equity joint ventures, minority equity alliances and nonequity alliances). Implications of the analysis are discussed for further research as well as managerial practice.

Suggested Citation

  • T.K. Das & Rajesh Kumar, 2009. "Interpartner harmony in strategic alliances: managing commitment and forbearance," International Journal of Human Rights and Constitutional Studies, Inderscience Enterprises Ltd, vol. 1(1), pages 24-52.
    • Handle: RePEc:ids:ijhrcs:v:1:y:2009:i:1:p:24-52
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    Cited by:

    1. Ralph A. Heidl & H. Kevin Steensma & Corey Phelps, 2014. "Divisive Faultlines and the Unplanned Dissolutions of Multipartner Alliances," Organization Science, INFORMS, vol. 25(5), pages 1351-1371, October.
    2. Leischnig, Alexander & Geigenmueller, Anja & Lohmann, Stefanie, 2014. "On the role of alliance management capability, organizational compatibility, and interaction quality in interorganizational technology transfer," Journal of Business Research, Elsevier, vol. 67(6), pages 1049-1057.
    3. Chinho Lin & NguyenDong-Thai Dao, 2013. "A System Dynamics Model of Trust, Knowledge Sharing and Stability of Strategic Alliance," Diversity, Technology, and Innovation for Operational Competitiveness: Proceedings of the 2013 International Conference on Technology Innovation and Industrial Management,, ToKnowPress.
    4. Raza-Ullah, Tatbeeq & Kostis, Angelos, 2020. "Do trust and distrust in coopetition matter to performance?," European Management Journal, Elsevier, vol. 38(3), pages 367-376.

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