Compatibility of objectives (Bronder & Pritzl, 1992Bronder, C., & Pritzl, R. (1992). Developing strategic alliances: a conceptual framework for successful cooperation. European Management Journal, 10(4), 412-420. http://dx.doi.org/10.1016/0263-2373(92)90005-O. http://dx.doi.org/10.1016/0263-2373(92)9...
; Franco, 2007Franco, M. J. B. (2007). Tipologia de processos de cooperação empresarial: uma investigação empírica sobre o caso português. Revista de Administração Contemporânea, 11(3), 149-176. http://dx.doi.org/10.1590/S1415-65552007000300008. http://dx.doi.org/10.1590/S1415-65552007...
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Alignment of the objectives of the company and the projects/ portfolio of projects. |
Partners' needs (Baird et al., 2007Baird, K., Harrison, G. & Reeve, R. (2007). The culture of Australian organizations and its relation with strategy. International Journal of Business Studies., 15, 15-41.) |
Expectations and demands are converted into project requirements; attributes are translated into performance requirements. |
Mutual trust and commitment (Bhattacharya, Devinney & Pillutla, 1998Bhattacharya, R., Devinney, T. M., & Pillutla, M. M. (1998). A formal model of trust based on outcomes. Academy of Management Review, 23(3), 459-472. http://dx.doi.org/10.5465/amr.1998.926621. http://dx.doi.org/10.5465/amr.1998.92662...
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Strengthening the collaborative network; Collaborative Approach in design process; Formal and informal communication channels. |
Balance of power and control (Inkpen & Beamish, 1997Inkpen, A. C., & Beamish, P. W. (1997). Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review, 22(1), 177-202, from https://journals.aom.org/doi/abs/10.5465/amr.1997.9707180263. http://dx.doi.org/10.5465/amr.1997.9707180263. https://journals.aom.org/doi/abs/10.5465...
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Make it clear which are the systems of authority and influence; The alignment of the objectives of the company and of the project; Control the arbitrary nature of decisions; Aspects of management, operation and feedback. |
Cultural similarities (Bronder & Pritzl, 1992Bronder, C., & Pritzl, R. (1992). Developing strategic alliances: a conceptual framework for successful cooperation. European Management Journal, 10(4), 412-420. http://dx.doi.org/10.1016/0263-2373(92)90005-O. http://dx.doi.org/10.1016/0263-2373(92)9...
; Hennart & Zeng, 2002Hennart, J., & Zeng, M. (2002). Cross-cultural differences and joint venture longevity. Journal of International Business Studies, 33(4), 699-716. http://dx.doi.org/10.1057/palgrave.jibs.8491040. http://dx.doi.org/10.1057/palgrave.jibs....
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More flexible companies; Agents acquire the knowledge, skills, techniques, and identification to act as a team. |
Balance of forces between the partners (Bleeke & Ernst, 1991Bleeke, J., & Ernst, D. (1991). The way to win in cross-border alliances. Harvard Business Review, 69(6), 127-135. PMid:10114925.; Osland & Cavusgil, 1996Osland, G. E., & Cavusgil, S. T. (1996). Performance issues in U.S. - China joint ventures. California Management Review, 38(2), 106-130. http://dx.doi.org/10.2307/41165835. http://dx.doi.org/10.2307/41165835...
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Analysis of needs of external and internal agents; Individual and collective consciousness of the influences and impacts |
Governmental support (Baird et al., 2007Baird, K., Harrison, G. & Reeve, R. (2007). The culture of Australian organizations and its relation with strategy. International Journal of Business Studies., 15, 15-41.) |
Legal requirements, processes for review and approval by the public power; Clear identification and update of technical standards; Compliance with Norma de Desempenho [performance standards]; Support for implementation of BIM platform; SNA. |