Identifying intraorganisational and interorganisational alliance conflicts—A longitudinal study of an alliance pilot project in the high technology industry
Introduction
Companies are increasingly focusing on activities for which they are supposed to have a core competence (Prahalad & Hamel, 1990). As a result, many firms are finding that they need to obtain complementary competencies from other firms for the activities that were previously conducted in-house. However, there is evidence that the efforts of firms to implement such alliances have failed to meet expectations (Barringer & Harrison, 2000, McIvor, 2000, Stuart & McCutcheon, 2000) and that the problem of implementing alliances is not that well researched although it is improving (Boddy et al., 2000, Elmuti & Kathawala, 2001, Spekman et al., 1998, Stuart & McCutcheon, 1996).
The perspective taken in most of the extant literature on implementing alliances is from the level of analysis of the firm and it deals primarily with the relationship between the two partner firms. As a result, the firms themselves are generally viewed as black boxes (Kothandaraman & Wilson, 2000, Spina & Zotteri, 2000). However, business relationships in industrial markets are often complex, involving people from different hierarchical levels and different functions in the organisations on both sides of the alliance relationship (Ford, 2002, Webster, 1991). In particular, relational exchanges such as partnerships normally imply broad interactions between the involved firms (Kothandaraman & Wilson, 2000). For example, during the implementation of an alliance, firms experience changes in their operations and as a result, the differences in needs, interests, values, and preferences across individuals and groups within the organisations often lead to conflicts (Buchanan & Badham, 1999) both within and between the involved firms. Consequently, in order to better understand the problems involved in implementing alliances, it is necessary to investigate more deeply the relationships inside alliances by studying the relationships between the different functions in the involved partner firms.
This paper focuses on an industrial firm's attempt to improve its marketing effectiveness through the implementation of an alliance with an education company. In contrast to much of the previous research on implementing alliances, this paper includes an analysis of the relationships between several functions in both the studied partner firms. In other words, this paper not only looks at interorganisational relationships, but it also looks at the intraorganisational relationships related to the implementation of the alliance. Thus, the overall purpose of this paper is to contribute to our understanding of implementation issues in service alliances. To fulfil this purpose, this paper focuses on the narrower concept of conflicts occurring during the implementation of alliances for the delivery of services. Researchers have suggested that conflicts in alliances are one of the most prevalent reasons for alliance failure (Kelly et al., 2002, Lorange & Roos, 1991, Mentzer et al., 2000, Mohr & Spekman, 1994, Moore, 1998) and that managing the soft issues such as conflict is a key managerial issue (Kanter, 1994, Maloni & Benton, 1997, Wildeman, 1998). In this paper, identifying and analysing conflicts is seen as a method for understanding important elements of the alliance implementation process. In other words, conflicts in the alliance are seen as manifest illustrations of important problems in the alliance. The specific purpose of the paper is to identify and analyse conflicts between different actors involved in the implementation of a service alliance and to suggest categories of conflicts in service alliances. Since the aim is not to contribute to theories on conflict but to the understanding on alliance implementation issues, implications for how to implement service alliances in marketing channels are also discussed as well as some implications for the development of new industrial marketing strategies.
This article presents a case in which the conflicts within the firm implementing the alliance were stronger than those between the partners. This result indicates that managerial attention should be focused more on internal relationships than what the majority of the alliance literature suggests. The article also presents details on the implementation process and the conflicts that occurred. The results of this paper are based on a longitudinal study of an alliance pilot project between SysCo, an industrial company, and TeachIT, an education company.1 The paper is organised as follows. First a theoretical background is presented, including a review of literature on alliance implementation problems and conflicts in alliances. Second, the methodology and analysis of the case are presented. Third, the results and conclusions are presented.
Section snippets
Alliance implementation problems
To date, a significant portion of the research on alliances has focused on the benefits of alliances. Recently however, a number of articles focusing on the challenges and problems during the implementation of alliances have been published. According to many of these studies, the problems encountered during alliance implementation are very often about the soft issues related to collaboration among people involved in the alliance. Examples of such soft issues are insufficient communication (
Case description
This study was conducted within SysCo, a hardware-oriented industrial firm with over 10,000 employees with its head office located in Europe. SysCo sells relatively complex goods typically worth between US$100,000 and US$5,000,000 to industrial customers all over the world through its own sales force. Increasingly, systems solutions rather than stand-alone products are sold, composed of relatively complex bundles of several different types of products. Most goods can be classified as
Intra- and interorganisational conflicts in the training alliance
In the following discussion, the location and degrees of conflict at the different organisational interfaces in the alliance that was studied are presented as well as the categories of conflicts that resulted from the analysis. Excerpts from the interviews will be used to illustrate the meaning of each category and to facilitate the reader's learning process (Normann, 1980). The three main categories of conflicts were (1) Alliance scope, (2) Customer relationship, and (3) Alliance
Discussion and implications
One of the starting points for this research was the limitation of existing research in taking the complexity of many alliances into account and studying the relationships between different functions in the involved partner firms. The foregoing presentation revealed that intraorganisational conflicts were more severe than interorganisational conflicts in this studied alliance. This result suggests that the perspectives of several of the stakeholders within the partner companies should be
Acknowledgements
The author wishes to express his gratitude to Horst Hart, Bengt Stymne and Robin Teigland for their comments on earlier versions of this paper and to the executives who participated in the research project.
Fredrik Nordin, researcher at Centre for Innovation and Operations Management and the Fenix Research Program at Stockholm School of Economics, does research primarily on service alliances-focusing especially on implementation issues.
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