CAPACIDADES PARA TRABALHAR COM ALIANÇA: UM ESTUDO DE CASO LONGITUDINAL

This article aims to identify advantages and disadvantages of implementing a framework dedicated to managing alliances and assessing the instruments created and their purpose. The results demonstrate that the advantages of the dedicated structure - mediation, organization and relationship centralization - outweigh the disadvantages - bureaucratization and slow decision making. The research contributed to the discussion about the office's role and the relationship between it and the mechanisms of alliance capacity building. It also contributed to reaffirm its importance, confirming the literature regarding the accumulation and exchange of knowledge and the identification of new opportunities. Another contribution is related to the longitudinal evaluation – little used method in the literature - of the office performance, showing its evolution and learning mechanisms. Regarding our contributions to managers, we also highlight the need for autonomy and organizational support to the office and the need for specific training in alliance portfolio management for those involved.