Alliance Learning Process Scale 联盟学习过程量表（Kale & Singh，2007）

简介

联盟能力（Alliance Capabilities）是指合作主体能够促成、驾驭和管理各项联盟合作从而获得联盟收益的能力，简单地讲就是有效地管理企业间联盟关系的能力。企业只有具备联盟能力，才能应对有难度的联盟管理工作，获取有形和无形的合作收益，最大化联盟成功的概率，并且通过联盟创造竞争优势。

Kale & Singh（2007）认为联盟学习过程（alliance learning process）涉及到联盟管理知识的表达、编纂、共享和内化，这与企业的整体联盟成功有着积极的关系。

信度与效度

Kale & Singh（2007）根据一定的标准选择了692个公司作为研究对象，通过电子邮件发送调查问卷给每个公司的规划或者发展部门的主管，最终有175名高管回复了问卷，回复率为25%。结果表明，联盟学习过程量表的内部一致性系数大于0.70，所以题目的因子负荷均大于0.50。验证性因素分析表明，二阶四因素模型具有较好的拟合度：χ²=143.1，p > 0.05, GFI=0.948, AGFI=0.912, NFI=0.957。

量表

The following items were used in the survey questionnaire to measure each aspect of the alliance learning process. Respondents used a seven-point Likert-type scale to indicate his/her disagreement or agreement with the statement that represented each item, such that ‘1 = Strongly Disagree’ and‘7 = Strongly Agree.’

Knowledge articulation
1.Managers involved with the company’s alliances are regularly debriefed about their prior and/or current alliance experience.
2.Managers responsible for the company’s alliances maintain a record (in the form of a memo, note, report, or presentation) of all major incidents, decisions, or actions associated with their respective alliance(s).
3.Alliance managers regularly report on the progress and performance of their respective alliance(s).
4.The company maintains a ‘repository’ or database containing factual information of each of its alliances (e.g., date and purpose of alliance formation, name of the alliance partner, names of managers/executives who manage that alliance,etc.).
5.The company maintains a directory or ‘contact list’ of individuals from within the company or outside who can potentially provide inputs or assistance on alliance management.

Knowledge codification
6.Company managers follow a well-defined ‘process’ to guide the formation or management of any alliance.
7.Resources such as checklists or guidelines are developed and used to assist managerial decision making and actions while forming or managing strategic alliances.
8.Resources such as alliance manuals (containing tools, templates, or frameworks) are developed and used to assist managerial decision making and/or actions while forming or managing alliances.
9.The company updates the alliance checklists, guidelines or manuals that have been developed and are in use.

Knowledge sharing
10.Company management conducts a ‘collective review’ to assess the progress and performance of its strategic alliances.
11.Alliance managers participate in forums such as committees or task forces to take stock of their alliance management experience and practices.
12. Company managers participate in forums such as meetings, seminars, or retreats to exchange alliance-related information, experiences, war stories, etc.
13.Company managers engage in informal sharing and exchange of alliance-related information and know-how with peers or colleagues within the organization.
14.Company managers with substantial prior experience in managing alliances are usually rotated across some of the company’s key alliances.
15.Managerial incentives are used to encourage individual managers to share their personal alliance management experience and know-how with other managers within the company.

Knowledge internalization
16.Company managers attend ‘in-house’ training programs on ‘alliance management’ whenever they are assigned to manage or work with any alliance.
17.Company managers attend externally conducted training programs on ‘alliance management’ whenever they are assigned to manage or work with any alliance.
18.The company provides opportunities for ‘on-the-job’ alliance training to individuals who are relatively new to managing alliances. Here, individuals are assigned to work in existing alliances, especially with managers who have substantial experience in managing such relationships.
19.The company provides managers access to documented and codified information and know-how on its prior and ongoing alliance experience.

计分方法

联盟学习过程量表包括知识表达、知识编纂、知识分享和知识内化四个分量表，共19道题，可以计算各个量表所包含题目的总分和平均分。
知识表达量表：共5道题，包括第1-5题。
知识编纂量表：共4道题，包括第6-9题。
知识分享量表：共6道题，包括第10-15题。
知识内化量表：共4道题，包括第16-19题。

量表出处

Kale, P., & Singh, H. (2007). Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm‐level alliance success. Strategic Management Journal, 28(10), 981-1000.

友情提醒

为方便学术研究，根据公开发表的学术成果整理而成，供学者在学术研究中使用， 商业使用请与原作者联系。为了尊重作者的劳动成果， 请根据量表出处规范引用，谢谢！