Assessing the performance of strategic alliances : matching metrics to strategies
By: CRAVENS, Karen
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Contributor(s): PIERCY, Nigel | CRAVENS, David.
Material type: 
ArticlePublisher: 2000Subject(s): Aliança Estratégica | Indicador Balanceado de Desempenho | Avaliação de DesempenhoEuropean Management Journal 18, 5, p. 529-541Abstract: For many organizations, the current business environment compels the use of collaborative alliances as an important component of strategy. Consequently, the need to assess the performance of these alliances becomes a priority as more and more companies enter into such relationships. Analysis of alliance success during the last decade indicates that performance envaluation is critical success factor, and the reality is that many companies do not develop and implement formal performance evaluation processes. It is often difficult to create a formal evaluation process due to the unique nature of the alliance structure. We propose the use of the balanced scorecard as a means to develop a formal assessment approach that links performance evalution to the objective of the alliance. The result is a generic that can be adapted to the specific alliance evaluation requirements of a particular organization
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
For many organizations, the current business environment compels the use of collaborative alliances as an important component of strategy. Consequently, the need to assess the performance of these alliances becomes a priority as more and more companies enter into such relationships. Analysis of alliance success during the last decade indicates that performance envaluation is critical success factor, and the reality is that many companies do not develop and implement formal performance evaluation processes. It is often difficult to create a formal evaluation process due to the unique nature of the alliance structure. We propose the use of the balanced scorecard as a means to develop a formal assessment approach that links performance evalution to the objective of the alliance. The result is a generic that can be adapted to the specific alliance evaluation requirements of a particular organization
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