Abstract:
Strategic alliances are increasingly becoming a key part of how organisations choose to
compete, adapt and evolve in a highly dynamic and unpredictable world. Increased competition
and unexpected disruptions have resulted in the explosion of the number of strategic alliances
which have been created over the past decade, and the numbers continue to rise. However,
the concept of strategic alliances is not new and has been researched and applied in
professional and academic spheres for many decades. Despite this longstanding interest,
most strategic alliances fail to meet their intended outcomes.
The theoretical relevance of the study was to explore a contemporary understanding of
strategic alliances in today’s dynamic environment by building on extant literature. The postformation
stage is recognised as the longest and most important stage for achieving the
objectives of any strategic alliance. Constructs related to strategic alliances and their
management were also explored.
The study followed an exploratory and qualitative design, where the theoretical constructs were
explored. The research conducted 15 interviews with managers and executives from the
financial services industry who are involved in strategic alliances.
A conceptual framework was developed at the end of the study, capturing the research
outcomes. The study claims contributions through potential additions and refinements to the
existing body of literature.
