Global Business and Technology Association Exploring the Possibilities for Sustainable Future Growth in Business and Technology Management Isbn: 1-932917-11-x

Research on strategic alliances tends to focus on their performance and outcome rather than the process thateventually leads to a particular outcome i.e. alliance success or alliance failure. This study aims to identifyfactors that lead to an alliance breakup. Specifically, the Volvo-Renault alliance within the European automotiveindustry is investigated as a case study. A 'Strategic Alliance Process Model' is developed based on the findingsthat outcome of a strategic alliance is determined by seven factors, namely partners' objectives, partnerselection criteria, partners' resource contribution, partners' network and performance, environmental factors,ongoing assessment, and learning during collaboration.