Alliance Advantage Exploring the Value Creation Potential of Collaborations Group 5 –Agile Structures and Processes Agility in Structural Issues / Collaboration Processes
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Introduction In this paper we discuss three studies that analyze agility in structural and collaboration processes. We will highlight the key factors and main messages that one can derive from them. The studies are: Study 1: Mamédio, D., Rocha, C., Szczepanik, D. & Kato, H. (2019). Strategic alliances and dynamic capabilities: a systematic review Study 2: Hsian-Ming, L., Hsin-Feng, Y. (2019). Network resource meets organizational agility Creating an idiosyncratic competitive advantage for SMEs Study 3: Tomasello, M., Burkholz, R. & Schweitzer, F. (2017). Modeling the formation of R&D alliances: an agent-based model with empirical validation.Economics Discussion Papers, No 2017-107, Kiel Institute for the World Economy. Summary of the studies Study 1: Strategic alliances and dynamic capabilities: a systematic review A sustainable competitive advantage in an unstable environment has been a central topic of interest for many organizations’strategies. As a result, companies can establish strategic alliances to obtain useful external resources which can also develop skills that allow companies to maximize market opportunities or minimize the impact of threats. The high rates of failure associated with establishing alliance objectives suggest that the process of transforming external resources and competencies into a competitive advantage is, in fact, complex. The main reason behind the high failure rate is related to the lack of familiarity that firms have with the dynamic nature of the alliance relations. The dynamic capabilities are defined as the company’s strategy of constantly integrating, reconfiguring, renewing and re-creating internal and external resources in response to dynamic market environments in order to obtain competitive advantage. This qualitative research aimed to present the results and contributions of high-quality publications about the relationship between strategic alliances and dynamic capabilities process. The research method used to reach the objective of this study, seeks greater clarification and consensus on a given theme and presents the mapping of an academic production (Castro, 2001). In this paper, we have only considered empirical articles on this research subject, published in English with a Q1 qualification covering the period from 1996 to 2016. Studies from this scientific research point out that alliance is: a flexible vehicle of learning; a way to transfer effective knowledge in partner firms and to generate combinations of resources; and a superior means of access to technological capabilities and other complex capabilities. Those 1