Alliance management capabilities in sustainability‐oriented collaboration: Problematization and new research directions

Sustainability-oriented collaboration, a heterogeneous set of formal interorganizational arrangements that vary considerably in size, membership, focus and functioning, but share the same interest addressing sustainability challenges public concern, is becoming mainstay corporate agenda setting. Yet, more firms interact on social environmental issues, burdens tensions collaborating for become apparent. Research practice increasingly question whether an alliance management capability (AMC) perspective can be adopted to explain variability collaboration effectiveness. With aim investigate whether, what extent, existing sustainability-oriented research integrates or mainstream theory AMC, we adopt problematization method unpack root assumptions underlying AMC construct. We find self-interest economic value creation capture, need homogeneity favour knowledge accumulation learning management, predictable patterns deployment are consistently assumed by scholars predict success management. Accordingly, analyse assumptions’ current integration study conducting systematic literature review collaborative capabilities developed for, during response challenges. In so doing, identify distinguishes from strategic alliances related implications should develop deploy when dealing with elaborate these their constructs provide future agenda, which further theoretical perspectives broadens scope ones.