Submitted by William Justo Figueiro (williamjf) on 2015-07-27T20:13:49Z No. of bitstreams: 1 08d.pdf: 663701 bytes, checksum: f70aa28177bd583712169784504e3366 (MD5) / Made available in DSpace on 2015-07-27T20:13:49Z (GMT). No. of bitstreams: 1 08d.pdf: 663701 bytes, checksum: f70aa28177bd583712169784504e3366 (MD5) Previous issue date: 2012-07-13 / Nenhuma / Este estudo analisa como capacidades do fornecedor influem na prestação de serviços em outsourcing de manutenção de aplicações. O objeto de análise é uma operação de outsourcing consolidada, através do serviço prestado por uma empresa brasileira de TI para um cliente multinacional também de capital nacional. A lente teórica utilizada foi Visão Baseada em Recursos, e, a partir da revisão da literatura sobre o tema, foram identificadas as principais capacidades em outsourcing já estudadas anteriormente, sendo elas: capacidade técnica, capacidade de gestão de pessoas, capacidade de liderança e capacidade de gestão do relacionamento com clientes. A metodologia utilizada foi um estudo de caso único baseado em entrevistas em profundidade com as principais lideranças técnicas e gerenciais da empresa. Após análise dos dados, foi identificado que a capacidade técnica, como proposto pelos estudos anteriores, era insuficiente para o serviço da manutenção de aplicações, sendo proposto a sua ampliação com elementos de flexibilidade em TI. Constatou-se que a capacidade de liderança sugere exercer influência sobre as demais capacidades. Por fim, o estudo apresenta um modelo de relacionamento das capacidades com os seus elementos, um quadro de proposições e sugestões para estudos futuros. / This study examines how supplier capabilities influence the provision of services in outsourcing of application maintenance. The object of analysis is a consolidated outsourcing operation, through the service provided by a Brazilian IT company for a multinational client also from the national capital of the country. The used theory was Resource Based View. From the literature review on the subject, one identified the core outsourcing capabilities that have been already studied. They are technical capability, personnel management capability, leadership skills and ability to manage the client relationship. The methodology used was a single case study based on indepth interviews performed with the main technical and management leaderships of the company. After the data analysis, one identified that the technical capacity as proposed by earlier studies was insufficient to the service of the application maintenance and it was proposed its expansion with elements of flexibility in TI. One found that the leadership ability suggests having influence upon the other capabilities. Finally, the study presents a model of capabilities relationship with its elements, a framework of propositions and suggestions for futures studies.

Cette thèse s'intéresse aux Services d'Accompagnement à l'Export proposés par les acteurs de l'accompagnement. Les pouvoirs publics s'interrogent sur l'efficacité de ces aides. La littérature fait état de résultats contradictoires sur cette question, notamment à cause de l'absence d'une mesure valide de l'accompagnement à l'export qui rend difficile la comparaison des résultats. Cette difficulté est exacerbée par la diversité des entreprises accompagnées. En effet, les aides ont été pensées pour les entreprises à internationalisation par étapes. Pourtant, il apparaît que les Exportatrices Précoces, type d'entreprise à internationalisation précoce le plus répandu mais aussi le plus fragile, utilisent les mêmes aides. Dès lors, deux questions se posent ; d'une part, la manière de mesurer l'accompagnement à l'export reçu par l'entreprise et, d'autre part, la question de l'efficacité des Services d'Accompagnement à l'Export pour les Exportatrices Précoces. Pour répondre à la première question, une démarche de construction d'une échelle de mesure de l'accompagnement à l'export est mise en œuvre en s'appuyant sur le paradigme de Churchill (1979). Une étude exploratoire est menée auprès de treize acteurs de l'accompagnement à l'export et cinq entreprises accompagnées afin de faire émerger des items de mesure. Ensuite, 288 questionnaires d'entreprises accompagnées à l'export sont récoltés et utilisés pour tester les qualités psychométriques de l'échelle. Cette démarche aboutit à une échelle de mesure multidimensionnelle composée de neuf items et distinguant accompagnement informationnel, opérationnel et financier. Cet outil permet de mesurer plus précisément les Services d'Accompagnement à l'Export utilisés par l'entreprise. Pour répondre à la seconde question, la théorie des ressources est mobilisée afin d'identifier les ressources stratégiques des Exportatrices Précoces et l'influence que les différents types d'accompagnement à l'export peuvent avoir sur elles. Ces relations aboutissent à un modèle conceptuel testé par la méthode des équations structurelles à partir de 196 questionnaires d'entreprises accompagnées à l'export. Il en ressort que les Services d'Accompagnement à l'Export sont moins efficaces pour les Exportatrices Précoces, notamment en ce qui concerne l'accompagnement financier qui n'a aucune influence sur leur performance internationale. Les résultats soulignent ainsi la nécessité d'élaborer de nouveaux services pour accompagner efficacement les Exportatrices Précoces. Plusieurs propositions sont faites en ce sens. / This thesis focuses on Export Support Services offered by the public and semi-public actors. Public authorities are questioning the effectiveness of these services. The literature reports conflicting results on this issue, especially because of the lack of a valid measure of export support which makes it difficult to compare results. This difficulty is exacerbated by the diversity of firms supported. Indeed, the services was thought to firm with internationalization by stages. Yet it appears that Early Exporters, the most common but also the most fragile type of International New Ventures, use the same services. Therefore, two questions arise; first, how to measure the export support received by the firm and, secondly, the question of the effectiveness of the Export Support Services for Early Exporters. To answer the first question, a process of construction of a scale measurement of Export Support based on the Churchill paradigm (1979) is implemented. An exploratory study was conducted with thirteen support export actors and five companies to make measurement items. Then 288 questionnaires of supported firms are harvested and used to test the psychometric properties of the scale. This approach results in a multidimensional measurement scale with nine items and distinguishing informational, operational and financial Export Support. This tool can measure more accurately Export Support Services used by the firm. To answer the second question, the theory of resources is mobilized to identify the strategic resources of Early Exporters and influence that different types of Export Support can have on them. These relationships lead to a conceptual model tested by the method of structural equation from 196 questionnaires of supported companies. It shows that the Export Support Services are less effective for Early Exporters, especially with regard to the financial support that has no influence on their international performance. The results thus highlight the need to develop new services to effectively support Early Exporters. Several proposals are made in this direction.

Quick-service restaurant owners who fail to apply effective business strategies could risk business closure within the first 5 years of operations. The purpose of this multiple case study was to explore effective strategies that independent quick-service restaurant owners used to sustain business longer than the first 5 years. Resource-based theory was the conceptual framework for this study. Data were collected via semistructured interviews with 6 owners of independent quick-service restaurants in the southern region of the United States who sustained their businesses longer than the first 5 years, and from the review of business documents pertaining to sustainability. Data were also collected using business artifacts such as job descriptions, menus, websites, social media platforms, and business licenses, and analyzed using methodological triangulation. Member checking was used to help ensure reliability and validity of the interpretations. Six key themes emerged from the data: organization value, customer required excellence, financial perspective, human assets, physical operating materials, and technological prowess. The 6 themes aligned with the 5 types of internal resources established in the conceptual framework. The implications of this study for positive social change include the potential to support the welfare of the local citizens and owners of quick-service restaurants across the United States by providing strategies necessary to increase business survival rates, improve job sustainability, and encourage job creation.

Some U.S. small and medium enterprises (SMEs) participate in trade missions but return with no results. Accordingly, some researchers question the effectiveness of these export promotion programs. The purpose of this qualitative descriptive study was to explore the experiences of SME representatives who had attended a trade mission to South Africa. The research question explored the strategies that SME leaders required to successfully export their goods and services after a trade mission using the conceptual framework of resource-based theory. Snowball sampling was used to recruit and gather interview data from 22 SMEs. Thematic analysis of interview data and document sources, inductively and deductively coded, identified themes of strategic planning processes, country briefings, reasons for being in the country, resources, barriers, positive outcomes, and export commitments. Associated with these themes, 5 stages of the trade mission process and a model of the dynamic relationships in a trade mission emerged, which include recommendations of how to effect change in the process. The results from this study are expected to inform new interventions for export promotion programs for SME exporters. This study promotes social change by preparing SMEs to export, thus building more sustainable U.S. businesses. Applying these findings can support the development of SMEs to export and become long-term exporters benefiting the businesses, employees, and their communities through improved wages and increased tax revenues.

The resource-based view of the firm (RBV) is one the most important areas of research content to emerge in the field of strategic management in the last 15 years. The RBV is prescriptive. That is, the RBV prescribes that competitive advantage stems from those resources that are valuable, rare, inimitable, and nonsubstitutable (VRIN). With rare exception, resources that meet the VRIN criteria are widely purported to be intangible in nature. From a research perspective, the RBV stream tends to be dominated by conceptual discussions and advancements. However, empirical tests of the core premises, or the main prescription, of the theory are argued to be very limited in quantity. To add to the body of empirical research that seeks to verify the main prescription of the RBV, this research undertakes a new and different level of analysis, one that has not been previously tested. Given that firms compete with both tangible and intangible resources, the present study is interested in determining if, as the RBV implicitly prescribes, resources that are intangible in nature are more important determinants of firm success than tangible resources. Although the research question is basic and fundamental, it has rarely been appropriately or adequately tested within the RBV stream, as is demonstrated by this thesis. To carry out the research, this study offers a conceptual model of the firm’s resource pool that includes tangible assets (financial and physical assets), intangible assets (intellectual property assets, organizational assets, reputational assets), and capabilities. A series of hypotheses are posited to explore the proposition that intangible resources contribute more greatly to firm success, on the dimensions of sales turnover, market share, and profitability, than tangible resources. / A field survey, administered to 2000 manufacturing and services businesses operating in Australia, is used to gather the data. Of the 2000 surveys sent, the hypotheses are empirically tested using multiple hierarchical regression analysis on a final sample of 291 firms. Control variables include firm age and Porter’s five forces of industry structure. Based on the results, verification of the RBV’s main prescription can not be supported unequivocally. Intellectual property assets, for example, do not have a statistically significant association with firm success, after accounting for the effects of tangible resources and the control variables. Organizational assets, however, not only explain additionally significant variation in firm success, after accounting for the effects of tangible resources and the control variables, but make among the greatest, unique contribution to firm success based on the size of the beta coefficients. Reputational assets offer additional explanatory power to predicting firm success after accounting for the effects of tangible assets and the control variables, but only with respect to one measure of firm success does its beta coefficient make a larger, unique contribution than financial assets. Lastly, contrary to theory, capabilities are not the single most important determinant of firm success, after accounting for the effects of intangible assets, and tangible and intangible assets, in two separate hierarchical regression equations. This finding is surprising and explanations are provided. Overall, the study raises some questions with respect to just which resources are the most important determinants of a firm’s market and financial success and offers a fruitful avenue for further research.

This research sought to establish the nexus between the two management disciplines of strategic management and knowledge management. Through a study of the life cycle of knowledge assets within the Australian Public Sector, this nexus has been established. Over the last three decades, there has been a growing interest in the nascent discipline of knowledge management (Wiig 1997). However, discussion regarding knowledge, knowledge workers and knowledge management started much earlier when Chester Barnard’s management classic The Functions of the Executive (1938) included suggestions made on how to manage knowledge workers. The 1960s saw management authors and researchers such as Peter Drucker (1993; 1994; 1995; 1997a; 1997b), Machlup (1962), and Michael Polanyi (1967) discussing topics such as knowledge work, knowledge workers, and tacit and explicit knowledge. During much the same period, strategic management was also being researched and discussed, with Alfred D. Chandler being among the first scholars to study strategic management. His book Strategy and Structure (1962) described the development of organisations, and showed that the practice of strategic management predated its study as a management discipline. Chandler was followed by other researchers including Igor Ansoff (1965) and Learned, Christensen, Andrews and Guth (1965), Henry Mintzberg (1979; 1985; 1990; 1996a; 1996b; 1999), and Michael E. Porter (1980; 1985). Research continues in both disciplines; however, research on the interface between these two important disciplines is rare, particularly in Australia.The Australian Public Sector was selected as the target industry for this research, and case study as the research strategy. The research strategy combined a variety of methods including interviews, questionnaires and surveys. The approach taken with data analysis was to employ aspects of the approach used in grounded theory. In addition, action research was used as a meta-methodology, in that periods of review and reflection were undertaken that generated improvements to the research methodology. This research has found that there is a marked interdependence between strategic management and the management of knowledge assets. The strategic management process requires skills and capabilities (knowledge assets) for its execution. Moreover, the resultant strategies require the exploitation of knowledge assets to ensure effective implementation. The life cycle of knowledge assets starts and ends when their need or otherwise is identified directly or indirectly by strategic plans. Knowledge assets are acquired, deployed, utilised and maintained until they are no longer needed. They are then disposed of by outsourcing or atrophy when people are redeployed or retrained. This research has focused on the disciplines of strategic management and knowledge management; however, its contribution lies largely in the area of capability management. Corporate strategy theorists, from the RBV (Resource Based View) and KBV (Knowledge Based View) schools, see organisations as a body of knowledge (Spender 1996). From the perspective of knowledge assets, used as the theme of this research, an organisation is a body of capabilities, and to achieve corporate objectives, the capabilities must match the strategies.

<p>Corporate Social Responsibility (CSR) is a global concern and has been adopted by many largemultinational corporations. Although small and medium-sized enterprises (SMEs) are the mostcommon type of business in the EU including Sweden, yet most research on CSR has beenfocused on large corporations. As SMEs run in various settings and there have been littleempirical studies on CSR in SMEs, the purpose of this study is to fill a part of the researchgap and provide an in-depth look at CSR in SME to investigate specific barriers and/oropportunities to addressing CSR. This study reviews the relevant literature of CSR in SMEs.Through semi-constructed interviews with two small-sized organic product companies inSweden, this study analyzed CSR from an SME perspective in a Swedish context by CSRtheory and Resource-Based View (RBV). According to the findings, the main barrier for CSRfor the case companies is financial recourse constraints, while the main opportunity is theircapability for communication. This study contributes and motivates CSR in SMEs bydemonstrating how they understand CSR, how they communicate with both internal andexternal stakeholders of their best practices, and providing examples to share the experiencesfor SMEs.</p>

<p><strong>Problem/frågeställningar: </strong>När företagsledare runt om i världen ska ta beslut uppgår 40% av dessa beslut till att baseras på magkänslan. Ett påstående kring konkurrensfördelar och magkänsla är att ”<em>ett av de största hindren för konkurrensfördelar är att agera enbart på magkänsla eller intuition</em>”. Denna uppsats tar fasta på det påståendet och granskar hur BI, ett verktyg som stödjer företagsledarna i sina beslut, spelar in. Ett synsätt för att studera konkurrensfördelar är det resursbaserade synsättet, där resurser följaktligen är grunden i det som skapar konkurrensfördelar. Kombinationen mellan hur BI stödjer med information för att underlätta beslut och faktumet att magkänsla eller intuition hindrar konkurrensfördelar gör att den här uppsatsen ställer sig frågan ”<strong>Hur och varför kan BI ur ett resursbaserat synsätt stödja skapandet av konkurrensfördelar på kort samt lång sikt inom stora företag?”</strong></p><p><strong>Syfte: </strong>Att beskriva samt förklara hur och varför BI ur ett resursbaserat synsätt kan stödja skapandet av konkurrensfördelar på kort samt lång sikt inom stora företag.</p><p><strong>Teori/modell och metod: </strong>Inom den teoretiska referensramen presenteras och diskuteras först definitionen av BI och dess användning. Därefter följer en presentation av det resursbaserade synsättet utifrån en modell byggd av Hart, vilken kompletteras med annan forskning inom det resursbaserade synsättet. Det genererar sedan en egen modell, som därefter byggs på med en BI-del för att utgöra en undersökningsmodell som används vidare i uppsatsen.</p><p><strong>Tillvägagångssätt: </strong>För den här uppsatsen har 18 st företag som har någon form av BI på företaget intervjuats. Utöver att företagen är bland Sveriges 120 största har inga vidare urval sett, vilket har resulterat i respondenter från branscher så som media, teleoperatörer och försäkring. På dessa företag har intervjuer skett med den person som ansetts vara BI-ansvarig. Vissa företag har Controllers som är de som har övergripande ansvaret för BI, medan det på andra företag är IT-chefer eller specifikt BI-ansvariga. Inom metodavsnittet förs även en genomgång kring de intervjufrågor som framtagits.</p><p><strong>Huvudsakliga resultat/slutsatser:</strong> I slutsatserna fastslås bland annat att BI kan stödja och driva på en så kallad patchningsförmåga, vilket innebär att företag är snabba i anpassningen mot marknaden. Därutöver konstateras att en av anledningarna till att BI stöttar skapandet av konkurrensfördelar är dess förmåga att stödja effektivisering, optimering och processinnovation i olika förmågor som senare kan leda till konkurrensfördelar. Dock visar det sig också att BI är sämre på att stödja skapandet av konkurrensfördelar på lång sikt, tack vare avsaknaden av stöttandet till faktorer som gör resurser svåra att imitera.</p> / <p><strong>Problem: </strong>When business leaders around the world are about to take a decision, 40% of these decisions are based on gut rather than any rational information. This, together with the claim that “<em>one of the biggest hinders for competitive advantage is acting solely on gut or intuition</em>” leads to the combination of the decision support tool Business Intelligence and competitive advantage. Competitive advantage can be seen from numerous perspectives; one of these is the resource-based view, where the resources are the basic pillar for competitive advantage. From this the thesis study question is formulated; “<strong>How and why can BI, seen from a resource-based perspective, support the creation of competitive advantage, on short and long term, in large companies?</strong>”</p><p><strong>Purpose</strong>: To explain and describe how and why BI, seen from a resource-based perspective, can support the creation of competitive advantage, on short and long term, in large companies.</p><p><strong>Theory: </strong>The theoretical foundation is based upon definitions on BI and what BI really is, together with a presentation and discussion on the resource-based view. Following the BI and resource-based view parts, the research model for this thesis is presented, where a modified resource-based view model for competitive advantage, and a definition collection for BI, is combined.</p><p><strong>Method: </strong>For this thesis, 18 companies where they have some sort of BI solution implemented, has been interviewed. The companies have been selected based from their size, where the 120 largest companies first were contacted with an interview proposal. The companies are based in industries such as media, telephone communications and insurance. On these companies, the individual that is the “BI responsible” has been interviewed, which varies from company to company. BI responsibles could be Controllers, IT Managers or specific BI Managers.</p><p><strong>Conclusions:</strong> In the conclusions part of this thesis the research question is divided into a how part and a why part. One conclusion from the how part, is that BI can both support and drive a so-called patching capability, which means that a company can be faster and more agile in their market adaption. One of the reasons why BI can support competitive advantages from a resource-based view is that it can help to drive efficiency, optimization and process innovation in different capabilities that can lead to competitive advantage. Another conclusion is that despite its abilities to support what drives competitive advantage through the resource-based view, the term for this is mainly short-term, due to the fact that it is not hard to imitate the information, which constitutes the basic resources that BI supports.</p>

<p>The purpose of this thesis is to find out when Research and Development (R&D) becomes a suitable attribute for a production company to outsource. In an environment where innovations are following up quickly up and uncertainty about the type of innovation and customer is a fact, external sourcing can bring a competitive advantage. The empirical evidence shows that when R&D is outsourced the total cost does not increase at a due cause of outsourcing in this given study.</p><p>Although a lot of theory explains outsourcing as a cost increasing factor, the internal experience and frequent relation between the technical production company Beta and its R&D vendor company Alfa can decrease costs considerably due to lower communication and governance costs. This was not explicitly expressed in related theory and is therefore a contribution to the academia as well as for managers who seek to find an answer to the question of when to outsource and when not to outsource.</p>

Ein empirisch belegtes Phänomen ist die steigende Anzahl strategischer Allianzen von Unternehmen, speziell in dynamischen Wettbewerbsumgebungen. Über strategische Allianzen versuchen Unternehmen, auch in einer dynamischen Wettbewerbsumwelt unter hoher Unsicherheit Wettbewerbsvorteile aufzubauen. Dabei belegen verschiedene Forschungsarbeiten, dass strategische Allianzen häufig scheitern und weisen übereinstimmend relativ niedrige Erfolgsquoten von 50% nach. Harbison und Pekár belegen zwischen Unternehmen eine hohe Varianz und identifizieren, dass einige Unternehmen bei 87% ihrer strategischen Allianzen erfolgreich sind, während andere Unternehmen nur eine Erfolgsrate von 37% aufweisen. Die Fragestellung, warum Unternehmen in dieser Hinsicht so signifikant differieren, bildet die grundlegende Motivation für die vorliegende Arbeit. Die Ursache für die hohe Varianz der Erfolgsrate von strategischen Allianzen zwischen Unternehmen, ist in den internen Prozessen und Strukturen der Unternehmen zu vermuten. Diese unternehmensinternen Prozesse und Strukturen werden mit dem Begriff Allianzfähigkeit bezeichnet. 1. Forschungsfrage Aus welchen Prozessen und Strukturen besteht Allianzfähigkeit in Unternehmen? 2. Forschungsfrage Wie entwickelt sich Allianzfähigkeit in Unternehmen? Die vermutete Kausalität zwischen Allianzfähigkeit und der Erfolgsrate bei strategischen Allianzen verweist auf einen post-positivistischen Charakter der Untersuchung. Es wird auf wissenschaftliche Literatur, aber auch auf Beiträge von Unternehmensberatungen, Nichtregierungsorganisationen und andere Quellen zurückgegriffen, wie es als Forschungsansatz im Kontext strategischer Allianzen vorgeschlagen wird. Zunächst werden im zweiten Kapitel die beiden beobachtbaren Phänomene, eine steigende Dynamik der Wettbewerbsumwelt vieler Unternehmen und die zunehmende Anzahl strategischer Allianzen, die Interdependenzen aufweisen, unter Einbeziehung der Literatur, charakterisiert. Insbesondere die Motive von Unternehmen und deren Strategien zum Eingehen strategischer Allianzen werden erläutert. Im folgenden dritten Kapitel werden die traditionellen Erklärungsansätze des strategischen Managements anhand einer empirischen Literaturanalyse skizziert. Das Ergebnis der empirischen Literaturanalyse ist die Notwendigkeit eines neuen theoretischen Zugangs, der die gestiegene Dynamik der Wettbewerbsumwelt stärker reflektiert und interne Prozesse von Unternehmen intensiver betrachtet. Mit den Beiträgen von Teece et al., Eisenhardt und Martin, scheint sich der fähigkeitsorientierte Ansatz als neue Erklärungsperspektive zu etablieren. Der junge fähigkeitsorientierte Ansatz wird als geeignet identifiziert und im vierten Kapitel ausführlich dargestellt sowie in seinen aktuellen Entwicklungen erläutert. Das vierte Kapitel bildet den theoretischen Rahmen für das folgende fünfte Kapitel, das die Charakterisierung von Allianzfähigkeit auf der Grundlage eines Literaturreviews umfasst und direkt die Forschungsfragen anhand einer Modellentwicklung adressiert. Erkennt¬nisse aus anderen theoretischen Perspektiven werden in den fähigkeitsorientierten Ansatz übertragen und in das Modell integriert. Ein Vorgehen, das in der Tradition des strategischen Managements, insbesondere der Beiträge zum fähigkeitsorientierten Ansatz, steht. Im sechsten Kapitel wird das skizzierte Modell als Grundlage verwendet, um die Entwicklung von Allianzfähigkeit empirisch anhand einer Longitudinal-Fallstudie zu untersuchen. Die Analyse von Allianzfähigkeit sollte vor dem Hintergrund einer hohen Wettbewerbsdynamik unter der Bedingung von Hyperwettbewerb (Kriterium 1) in einer Branche erfolgen, bei der strategische Allianzen eine hohe Rolle spielen (Kriterium 2). Darüber hinaus soll die Möglichkeit bestehen, Zugang zu Dokumenten, Interviewpartnern sowie Datenbanken zu erhalten (Kriterium 3). Aufgrund dieser Kriterien wurde die Börsenindustrie als Industrie und die Deutsche Börse als Unternehmen ausgewählt. Das Ziel der Fallstudie ist die Darstellung der Entwicklung der strategischen Allianzen der Deutschen Börse von 1997 bis 2007, um Rückschlüsse auf die Allianzfähigkeit des Unternehmens ziehen zu können. Da die Entwicklung der Allianzfähigkeit im Vordergrund der Fallstudie steht, wird eine Längsschnittfallstudie mit chronologischem Aufbau verwendet. Dabei wurden drei verschiedene Quellen, Experteninterviews, Datenbanken sowie Dokumente, ausgewertet. / Firms are confronted by a lot of internal and external challenges within a dynamic competitive environment. Especially the increasing technological change derived from innovations, the fast diffusion of new technologies, the development of new business models, and the globalization are known as the main drivers for this. The consequence is increasing dynamism and complexity in business relations resulting in the emergence of strategic alliances, such as joint ventures, virtual organizations, and loose contractual agreements among firms. In this contribution strategic alliances are defined as cooperative agreements of any form with the aim of strengthening the partners’ positions in an industry (Arino & la Torre, 1998). Opportunities for risk and knowledge sharing among business partners, obtaining new veins for new markets, and the possibility to add new competencies are the main forces behind this trend towards strategic alliances (Prahalad & Hamel, 1994). Several quantitative studies counted an increasing number of international strategic alliances during the past four decades (Büchel, 2004; Gomes-Casseres, 1988; Hagedoorn & van Kranenburg, 2003; Narula & Hagedoorn, 1998). But even if the strategic alliances are popular, several studies reported a high failure rate of strategic alliances between 40% and 60% (Drago, 1997; Bresser & Harl, 1986; Hennart, Kim & Zeng, 1998; Park & Ungson, 2001). Harbison and Pekár (1998) analyzed that some firms have a success rate in strategic alliancing of 87% while other firms have a success rate of only 37%. The main motivation of this contribution is to address this significant difference and to analyze the impact of internal capabilities in strategic alliances. Therefore we argue that firms need a specific capability to build up and develop strategic alliances, which is labeled as the alliance capability. This contribution covers two research questions: (1) Which processes and structures determine alliance capability? (2) How do firms develop alliance capability? Even if alliance capability covers identifiable routines and resources, it has a dynamic character which means that these capabilities could increase or decrease over time. This capability is a result of learning processes and past dependent experiences. An alliance capability is positively related to an increased absorptive capacity and to a firm’s performance in the full sense of successful behavior in the market (Kapur et al., 2005). Therefore an alliance capability is necessary to operate in a co-opetitive environment which is characterized by Bresser and Harl (1986) or more recently by Luo (2007). Schilke (2007) argues that an alliance capability has an influence on the competitive advantages of a firm. This contribution will describe a research framework of alliance capability to analyze the roles of resources, processes, and paths in respect of alliance capability. To validate the model, an explorative study of the alliance activities of Deutsche Boerse Group (DBAG), a global stock exchange company, between 1997 and 2007 will be performed.