Abstract
It is not unusual for companies to generate substantial revenue through alliances. However, alliance failure rates are high, leaving much revenue at risk and value unrealized. The big challenge facing managers is to align company interests with alliance interests. Such alignment can only be achieved when executives pay considerable attention to building the right collaborative business model. In this article, we synthesize the insights of the existing literature to arrive at three collaborative business models—sharing, specialization, and allocation—that managers can use to address the specific requirements of their alliances. Because the literature provides limited insight regarding how to operationalize these models, we highlight what managers need to focus on when operationalizing each of these models. We find that the choice for an overall business model is relatively straightforward in most cases but that operationalization of business models requires more complex combinations of management techniques. Finally, we show how the three collaborative business models can be combined to build hybrid models.
| Original language | English |
|---|---|
| Number of pages | 473 |
| Journal | Business Horizons |
| Volume | 62 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2019 |
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Keywords
- Alliance operationalization
- Business alliances
- Collaborative business model
- Operationalization
- Partnership
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Collaborative business models : Aligning and operationalizing alliances. / de Man, Ard Pieter; Luvison, Dave.
In: Business Horizons, Vol. 62, No. 4, 2019.Research output: Contribution to Journal › Article › Academic › peer-review
TY - JOUR
T1 - Collaborative business models
T2 - Aligning and operationalizing alliances
AU - de Man, Ard Pieter
AU - Luvison, Dave
PY - 2019
Y1 - 2019
N2 - It is not unusual for companies to generate substantial revenue through alliances. However, alliance failure rates are high, leaving much revenue at risk and value unrealized. The big challenge facing managers is to align company interests with alliance interests. Such alignment can only be achieved when executives pay considerable attention to building the right collaborative business model. In this article, we synthesize the insights of the existing literature to arrive at three collaborative business models—sharing, specialization, and allocation—that managers can use to address the specific requirements of their alliances. Because the literature provides limited insight regarding how to operationalize these models, we highlight what managers need to focus on when operationalizing each of these models. We find that the choice for an overall business model is relatively straightforward in most cases but that operationalization of business models requires more complex combinations of management techniques. Finally, we show how the three collaborative business models can be combined to build hybrid models.
AB - It is not unusual for companies to generate substantial revenue through alliances. However, alliance failure rates are high, leaving much revenue at risk and value unrealized. The big challenge facing managers is to align company interests with alliance interests. Such alignment can only be achieved when executives pay considerable attention to building the right collaborative business model. In this article, we synthesize the insights of the existing literature to arrive at three collaborative business models—sharing, specialization, and allocation—that managers can use to address the specific requirements of their alliances. Because the literature provides limited insight regarding how to operationalize these models, we highlight what managers need to focus on when operationalizing each of these models. We find that the choice for an overall business model is relatively straightforward in most cases but that operationalization of business models requires more complex combinations of management techniques. Finally, we show how the three collaborative business models can be combined to build hybrid models.
KW - Alliance operationalization
KW - Business alliances
KW - Collaborative business model
KW - Operationalization
KW - Partnership
UR - http://www.scopus.com/inward/record.url?scp=85062993385&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85062993385&partnerID=8YFLogxK
U2 - 10.1016/j.bushor.2019.02.004
DO - 10.1016/j.bushor.2019.02.004
M3 - Article
VL - 62
JO - Business Horizons
JF - Business Horizons
SN - 0007-6813
IS - 4
ER -