Paper Type
Complete
Abstract
Digital sourcing is shifting from bilateral models to multilateral frameworks as value creation occurs through alliances of organizations within platform ecosystems. However, prior research has underexplored the strategic alliance tensions faced by IT consulting organizations that must balance agnostic client advisory with strategic platform commitments. In this exploratory case study, we investigate the tensions within a strategic alliance between a global IT consulting and a platform provider organization. Our study identifies four primary tensions: client-centric neutrality versus strategic alliance commitment, global cloud mandates versus regional regulations, proprietary innovation versus collaborative innovation, and institutional compliance versus agility. The findings reveal that organizations can navigate these tensions through organizational firewalls, exception management, co-creating solutions, facilitating inter-organizational knowledge transfer, and building relationships. We contribute to the literature by examining the tensions within strategic alliances and offering actionable strategies for navigating these tensions amid regulatory and technological shifts.
Paper Number
1502
Recommended Citation
Naqvi, Syed Asad Ali; Wibbeke, Henric Oliver; Werner, Matthias; Sonntag, Jonas; Schmidt, Lisa Marline; Hein, Justus; and Idrisoglu, Fergan, "Navigating Tensions in IT Consulting and Platform Alliances: An Exploratory Case Study" (2026). AMCIS 2026 Proceedings. 4.
https://aisel.aisnet.org/amcis2026/sig_dspe/sig_dspe/4
Navigating Tensions in IT Consulting and Platform Alliances: An Exploratory Case Study
Digital sourcing is shifting from bilateral models to multilateral frameworks as value creation occurs through alliances of organizations within platform ecosystems. However, prior research has underexplored the strategic alliance tensions faced by IT consulting organizations that must balance agnostic client advisory with strategic platform commitments. In this exploratory case study, we investigate the tensions within a strategic alliance between a global IT consulting and a platform provider organization. Our study identifies four primary tensions: client-centric neutrality versus strategic alliance commitment, global cloud mandates versus regional regulations, proprietary innovation versus collaborative innovation, and institutional compliance versus agility. The findings reveal that organizations can navigate these tensions through organizational firewalls, exception management, co-creating solutions, facilitating inter-organizational knowledge transfer, and building relationships. We contribute to the literature by examining the tensions within strategic alliances and offering actionable strategies for navigating these tensions amid regulatory and technological shifts.
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