In spite of how strategic alliances as an interorganizational form are developed to address the various needs of globalizing technologies and markets, successful alliances reveal a mixed record as such alliances face high dissolution rates. The chapter also states that organizations may be called successful if they are able to satisfy a particular set of criteria. This chapter draws attention to how general management plays no small part in alliance endeavours. It points out the conditions that have to be satisfied in attaining alliance success through providing a comparison of the jobs performed by the alliance general manager (AGM) with its counterpart in unitary companies. General managers have to be actively engaged in handling the relations between partners as well as the external relations and the alliance's internal organization. The chapter also reviews the qualities that AGMs have to possess.
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