Kandemir, D.Yaprak, A.Cavusgil, S. T.2016-02-082016-02-0820060092-0703http://hdl.handle.net/11693/23772Interfirm collaborations have inspired a rich literature in marketing and strategy during the past two decades. Building on this extant work, the authors developed a new construct, alliance orientation, and explored its influence on firms' alliance network performance and market performance. The authors drew on data collected from 182 U.S. firms with extensive experience in forming, developing, and managing strategic alliances in marketing, new product development, distribution, technology, and manufacturing projects. Using structural equations modeling, the authors demonstrate that alliance orientation significantly affects alliance network performance, which in turn enhances market performance. The findings also suggest that market turbulence exerts a significant moderating influence on the relationship between alliance orientation and alliance network performance, whereas the moderating role of technological turbulence on that relationship does not appear to be significant. The study provides evidence that firms' alliance orientations positively affect their performance in strengthening their alliance network relationships and in managing conflicts with their alliance partners.EnglishAlliance managementAlliance orientationCapabilitiesMarket orientationOrganizational learningArticle10.1177/00920703052859531552-7824