The International Conference “Governance, Culture, and Management of Strategic Alliances” provides a forum for reflection and exchange in which scholars and practitioners are invited to share and discuss research findings and professional experiences related to complex issues, including—but not limited to—strategic alliance governance; the structure of international dyadic alliances established in developing countries; interactions within international joint ventures; mechanisms of structural choice and the resulting decision-making models; and the cultural dimensions of international joint ventures operating in developing economies.
With each new edition, new research themes are introduced and highlighted. While primarily addressing scholars in strategic management, the conference also adopts a multidisciplinary orientation, welcoming contributions from various disciplines and fostering constructive crossdisciplinary and integrative perspectives.
Each edition of the GCMAS International Conference also places strong emphasis on the participation of practitioners, who are invited to share their experiences and raise practical issues that stimulate new research challenges oriented toward managerial practice.
Scholarly interest in strategic alliances has attracted considerable attention. Early research focused primarily on the motivations for cooperation and the choice of alliance forms (Hennart, 1988; Harrigan, 1988). This interest later evolved toward the management of these complex organizational arrangements (Doz, 1996).
In parallel, a substantial body of literature (Bollinger & Hofstede, 1987; d’Iribarne, Globokar, Henry & Segal, 1998; Thévenet, 2011; Trompenaars, 1993) has examined the cultural dimension and its impact on corporate management, particularly in foreign subsidiaries or organizations composed of personnel from diverse cultural backgrounds. Other studies have specifically addressed cultural gaps observed in international alliances operating in developing countries (Trabelsi, 2008).
Despite the fact that nearly half of strategic alliances ultimately fail, this strategic option is widely perceived as positive—and in many cases unavoidable (Henaut & Spence, 2006). This is particularly the case where the legislation of certain developing countries requires foreign firms to partner with a local entity in order to access the domestic market.
Conversely, local firms in emerging economies are often in search of critical know-how essential to their development. These firms typically seek technological capabilities, industrial expertise, and managerial know-how (Amelon & Cadebat, 2010).
The economic crisis experienced by Algeria in recent years, resulting from volatility and at times sharp declines in oil prices, has renewed the urgency of attracting foreign direct investment and accelerated the search for such know-how necessary for upgrading or developing local enterprises. The pursuit of managerial expertise, technological competencies, and industrial know-how now attracts growing interest from both public authorities and firms, with an expectation of tangible results in the short term.
The fourth edition of the International Conference on Governance, Culture, and Management of Strategic Alliances(GCMAS 4) builds on this body of work and warmly invites scholars and practitioners to participate in this constructive forum for exchange, aimed at fostering reflection in the service of practice.