Control proves to be an important aspect of management, and managers are held accountable for the actions and decisions they make for the alliance. Management or other related groups initiate and monitor the operations in line with their expectations and goals, and assure that agents are operating in their best interests. This chapter looks into the basis and nature of control observed in alliances and the available options for imposing control. It differentiates operational control from strategic control and control in collaborations and in JVs. Since bargaining power, resource provision, and equity share serve as the foundations for partner control, it looks into the issue of whether dominant control proves to be more conducive to performance and management. The chapter explores the relationship between performance and alliance control while also drawing attention to useful policy guidelines.
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