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Texte remanié de: Dissertation--Theologische Fakultät--Berlin--Humboldt-Universität, 2006. / Bibliogr. p. 254-272.

Mémoire d'étude (DCB) : Ecole nationale supérieure des sciences de l'information et des bibliothèques : Villeurbanne (France) : 2001. / Notes bibliogr.

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The aim of this study is to explore the main contributors and obstacles to employee learning in the context of an alliance using the framework of a complex embedded multiple-case study. The two participant alliance partner organisations (APOs) are natural competitors that have joined to respond to urgent community needs of the city of Christchurch following the major earthquakes in September 2010 and February 2011. At the moment of the in-depth interviews, it had been about four years since those events occurred. There are continuous, unexpected circumstances that still require attention. However, the alliance has an expiry date, thus reinforcing the uncertain work environment. The main enablers found were participative, collaborative learning encouraged by leaders who embraced the alliance’s “learning organisational culture”. Employees generated innovations mostly in social interaction with others, while taking on responsibility for their learning by learning from mistakes. The main obstacle found is competition, as inhibitor of collaboratively sharing their knowledge out of fear of losing their competitiveness.

The in-depth case study of an alliance termination over a five-year period surrounding the termination of a critical infrastructure industry alliance represents a contribution to organizational scholars’ understanding of alliance termination and the political process under which the set of relationships and competition amongst the firms change. The study develops a process theory to explain the termination and the events that unfold following the termination. Termination is suggested to be an important aspect of the change process. By including termination as an antecedent to firm action, both the social movement and institutional entrepreneurship and the literature on alliance processes can benefit from understanding how termination may shape firm routines and relationship formation.