Strategic Alliance Magazine Q2 2016 - 36
F I N A N C I A L M E T R I C S O F PA R T N E R I N G
der-developed," Wilson added. "Social capital is an
intangible resource that acts as a catalyst for positive firm
interaction, significantly affecting strategic alliance performance. However, despite its high value, it can't just be
purchased: It must be part of the alliance design. I sought
to identify the most salient points of social capital in strategic alliances with the hope of guiding alliance managers."
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Wilson will present the results of the ASAP study at the
2016 ASAP BioPharma Conference, "New Faces, Unexpected Places in Partnering: The Foresight to Lead, the
Foundation to Succeed," Sept. 7-9 at the Revere Hotel in
Boston, Massachusetts. An executive in the floor covering
business who has worked in sales, marketing, product development, and strategic accounts for large manufacturers
and retailers such as Mohawk Industries and Home Depot, he describes himself as adept at "rebuilding struggling
business units that are overladen with bureaucracy and
noise." That explains his keen interest in obtaining reliable data to get businesses back on track, which includes
research for family businesses and a marked expertise in
statistical methodology and strategy.
Wilson's key takeaways from the research?
Companies often over-emphasize the importance of
relationships and fail to think through structural and
cognitive dimensions of social capital. The belief in
industry right now is that relationships trump, but in
many cases, it's just not enough to foster alliance success. When considering alliance partners, CEOs fail
to delineate the difference between their personal relationships and their firm's relationships. That's a fatal
flaw. Executives need to think more deeply about the
considerations impacting the firm's interactions and
place less importance on their individual executive relationships, according to Wilson's findings.
The ASAP model provides practical means for measuring structural and cognitive social capital rather
than relying on relational social capital. Through
ASAP methodologies and frameworks, alliance managers have the tools needed to leverage structural and
cognitive forms of social capital. n
STRUCTURAL
DIMENSION
ALLIANCE
SATISFACTION
+ +
+ +
ACCOMPLISH
STRATEGIC
OBJECTIVES
SOCIAL
CAPITAL
COGNITIVE
DIMENSION
+ + +
RELATIONAL
DIMENSION
+
36
STRATEGIC ALLIANCE MAGAZINE | SUMMER * 2016
+ indicates the degree
of importance survey
respondents gave to elements
of social capital.
+
ALLIANCE
STABILITY
+ + +
Table of Contents for the Digital Edition of Strategic Alliance Magazine Q2 2016
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https://www.nxtbook.com/allen/stam/23-2
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https://www.nxtbook.com/allen/stam/22-4
https://www.nxtbook.com/allen/stam/22-3
https://www.nxtbook.com/allen/stam/22-2
https://www.nxtbook.com/allen/stam/22-1
https://www.nxtbook.com/allen/stam/21-4
http://www.brightcopy.net/allen/stam/21-3
http://www.brightcopy.net/allen/stam/21-2
http://www.brightcopy.net/allen/stam/21-1
http://www.brightcopy.net/allen/stam/20-4
http://www.brightcopy.net/allen/stam/20-3
http://www.brightcopy.net/allen/stam/20-2
http://www.brightcopy.net/allen/stam/20-1
http://www.brightcopy.net/allen/stam/19-4
http://www.brightcopy.net/allen/stam/19-3
http://www.brightcopy.net/allen/stam/19-2
http://www.brightcopy.net/allen/stam/19-1
http://www.brightcopy.net/allen/stam/18-4
http://www.brightcopy.net/allen/stam/18-3
http://www.brightcopy.net/allen/stam/18-2
http://www.brightcopy.net/allen/stam/18-1
http://www.brightcopy.net/allen/stam/17-4
http://www.brightcopy.net/allen/stam/17-3
http://www.brightcopy.net/allen/stam/17-2
http://www.brightcopy.net/allen/stam/17-1
http://www.brightcopy.net/allen/stam/16-3
http://www.brightcopy.net/allen/stam/16-2
http://www.brightcopy.net/allen/stam/16-1
http://www.brightcopy.net/allen/stam/15-4
http://www.brightcopy.net/allen/stam/15-03
http://www.brightcopy.net/allen/stam/15-02
https://www.nxtbook.com/allen/stam/15-1
https://www.nxtbook.com/allen/stam/14-4
https://www.nxtbook.com/allen/stam/14-3
https://www.nxtbook.com/allen/stam/14-2
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