Despite the increasing number of strategic alliances, how to ensure their success is poorly understood. Studies suggest that up to seventy-five percent of alliances fail to meet their initial objectives due to a multitude of cultural, political, technological and human factors. If such an eclectic set of competencies is required for success, alliance management is clearly a difficult task for today’s manager. Traditionally, managers wishing to develop strategic alliance competencies have relied on ad-hoc consultancy services and training. This has not, to date, resulted in a notable improvement in alliance success. The SMART project redresses this growing need by developing a knowledge-based software support system to help managers conceptualise, implement and manage strategic alliances. First, this paper introduces the field of strategic alliances; then the foundations of knowledgebased support systems are discussed. Finally, how the SMART approach will create value for managers is relayed.
Bitran, Iain; Bitran, Joseph; Conn, Steffen; Nigel, Arie P.; Nicholls, Harry; and Hall, Carolyn, "The Development, Management and Support of "Smart" Strategic Alliances" (2002). ECIS 2002 Proceedings. 28.