Cross-sector alliances are increasingly used by social entrepreneurial organizations as sustainable solutions for addressing for complex social issues. However, research into the processes by which organizations develop the dynamic capability to initiate and manage cross-sector alliances has been fragmented and addressed only in a sector specific manner. This study proposes a process model by which social ventures can build cross-sector alliance capability at both the single and portfolio levels. Using two longitudinal case studies of socially entrepreneurial ventures in Canada, the study examines how developing dynamic alliance capability is realized through external learning and entrepreneurial leadership. The findings indicate that to build dynamic alliance capability, organizations engage in opportunity recognition, selection, and commitment. The study contributes to the current debate in dynamic capability literature by providing empirical evidence of the distinct elements that comprise a cross-sector dynamic alliance capability, its dimensions, and the effects of key organizational factors that facilitate or inhibit its development in a moderately changing environment. Although the study is limited in its examination of dynamic alliance capability, it has the potential to inform dynamic capability development in other contexts.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:660118 |
| Date | January 2012 |
| Creators | Cikaliuk, Monique |
| Publisher | Lancaster University |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
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