The objective of the research is to put in evidence the inter-organizational dynamics of brand alliances. More specifically, the aim of the paper is to identify the business-to-business interactions within brand alliances through the governance adaptations that occur during a period of time. We show that these governance adaptations result from external (competitive pressure, value perception by consumers and customers) as well as internal forces (objectives and expectations of the partners, network positions, resources of the partners). Consequently, the level of stability in the long run of brand alliances can be linked to organizational factors. For our demonstration, we propose an analytical framework that combines Industrial Marketing and Purchasing group (IMP) concepts with theoretical works on dynamics of strategic alliances. The methodology follows the case study approach, with an empirical application to two examples of brand alliances: A certification brand with a banana brand on the Fair Trade market and an association brand with a processed pork brand on the health food market.

The objective of the research is to put in evidence the inter-organizational dynamics of brand alliances, defined as "a combination of two or more existing brands into a joint product or marketed together" (Keller, 2003). More specifically, the aim of the paper is to identify the business-to-business interactions within brand alliances through the phenomenon of governance adaptations. We show that these governance adaptations result from external as well as internal forces.

To do so, we propose an analytical framework that combines IMP concepts with theoretical works on dynamics of strategic alliances. In previous works (Sauvée and Coulibaly, 2007), we have shown that the value creation process is crucial to understand and analyze brand alliances from a network perspective. Indeed, the value creation process of brand alliances sends back the resources that are mobilized by the partners. Thus, the in-depth study of the network from where these resources are embedded, is an initial step for the research. But, following numerous authors, we suggest that a complementary analysis of dynamic processes is necessary. Indeed, the value creation process in brand alliances is not given in itself. It is a dynamic building, affected by external (competitive pressure, value perception by consumers and customers) as well as internal forces (objectives and expectations of the partners, network positions, resources of the partners). In consequence, the partners involved in the brand alliance will constantly redefine governance mechanisms in order to mitigate risks and hazards and maximize value.

Brand Management Journal, Inter-Organizational Dynamics, Brand Alliances, Industrial Marketing and Purchasing Group, Fair Trade Market, Governance Adaptations, Managerial Implications, Organizational Forms, Interpersonal Communication Processes, Communication Channels, Strategic Management, Informal Governance Mechanisms.