Managing Ambiguity in Strategic Alliances
研究了战略联盟中存在的三种模糊性（伙伴、互动和评估模糊性）及其在不同联盟阶段的影响，并探讨了企业如何有效管理这些模糊性以提升联盟成功率。
Alliances have become a core component of many firms' strategy, but they are often characterized by a high level of instability that can lead to failure. Ambiguity is an intrinsic aspect of strategic alliances and effective management of it determines how well the partners are able to make the alliance work. Alliances are subject to three types of ambiguity—partner, interaction, and evaluative—that are important at different stages of alliance evolution. Partner-related ambiguity is most prevalent at the formation stage of the alliance, interaction ambiguity at the operational stage, and evaluative ambiguity at the outcome stage. This article examines the mechanisms by which firms can best manage these different types of ambiguity to achieve a successful alliance.