Chapter 3: Building an Alliance Culture: Lessons From Quintiles

The alliance capability literature indicates that companies having implemented specific alliance management processes are more effective in creating and sustaining alliances (Draulans, de Man, & Volberda, 2003; Heimeriks & Duysters, 2007; Kale, Dyer, & Singh, 2002). It has also noted that, next to formal management processes, behavioral aspects are an element of alliance capability as well (de Man, Duysters, & Saebi, 2010). Alliance cultures or alliance mindsets that are geared towards collaboration ensure that staff members exhibit behavior that promotes alliance performance (Bamford, Gomes-Casseres, & Robinson, 2003; Spekman, Isabella, & MacAvoy, 2000). Even though the conceptual literature has identified alliance culture as a relevant antecedent of alliance success, empirical work researching alliance culture is scarce. Research has focused almost exclusively on the tangible aspects of alliance management, such as the tools and management processes in place.