Research on strategic alliances has mostly sought to identify phases along with managerial tasks. We believe that studying alliances from an exclusively managerial lens does not allow for a good understanding of dynamics of alliances. We introduce a constructivist framework, grounded in Piaget’s constructivist structuralism and Gidden’s structuration theory, which views alliances as social facts having their own structure and continuously subject to forces of convergence and divergence fed by multiple endogenous and exogenous factors.
BOUCHIKHI, H., ROND(DE), M. et LEROUX, V. (1998). Alliances as Social Facts: A Constructivist Theory of Interorganizational Collaboration. ESSEC Business School.