Accessibility navigation

Alliance management capabilities in sustainability‐oriented collaboration: problematization and new research directions

Vurro, C. ORCID:, Romito, S. ORCID:, Costanzo, L. A. ORCID:, Ghobadian, A. and Russo, A. ORCID: (2023) Alliance management capabilities in sustainability‐oriented collaboration: problematization and new research directions. International Journal of Management Reviews. ISSN 1468-2370

Text (Open Access) - Published Version
· Available under License Creative Commons Attribution.
· Please see our End User Agreement before downloading.


It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1111/ijmr.12346


Sustainability-oriented collaboration, a heterogeneous set of formal interorganizational arrangements that vary considerably in size, membership, focus and functioning, but share the same interest in addressing sustainability challenges of public concern, is becoming a mainstay of corporate agenda setting. Yet, the more firms interact on social and environmental issues, the more the burdens and tensions of collaborating for sustainability become apparent. Research and practice increasingly question whether an alliance management capability (AMC) perspective can be adopted to explain variability in collaboration effectiveness. With the aim to investigate whether, and to what extent, existing sustainability-oriented collaboration research integrates or challenges mainstream theory on AMC, we adopt a problematization method to unpack the root assumptions underlying the AMC construct. We find that self-interest in economic value creation and capture, the need for homogeneity to favour knowledge accumulation and learning on alliance management, and predictable patterns of AMC deployment are consistently assumed by scholars to predict success in alliance management. Accordingly, we analyse AMC assumptions’ current integration in the study of sustainability-oriented collaboration, conducting a systematic literature review on collaborative capabilities developed for, during and in response to sustainability challenges. In so doing, we identify what distinguishes sustainability-oriented collaboration from mainstream strategic alliances and the related implications on the collaborative capabilities firms should develop and deploy when dealing with sustainability challenges. We elaborate on these and their implications for AMC constructs to provide a future research agenda, which integrates further theoretical perspectives and broadens the scope of existing ones.

Item Type:Article
Divisions:Henley Business School > Leadership, Organisations and Behaviour
ID Code:112673
Uncontrolled Keywords:Management of Technology and Innovation, Strategy and Management, General Decision Sciences


Downloads per month over past year

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation