摘要：Data from a cross-industry sample confirm the effects of different organizational struc-tures on dynamic capabilities in alliance settings. Our work integrates the literatures per-tinent to organizational structure and the learning and creativity processes that charac-terize dynamic capabilities in alliances. Our results suggest that centralized structures inalliances hinder creativity and learning, and that formalization impedes learning inalliances. Supporting the arguments put forward by authors such as Burns and Stalker(1961), our results suggest that mechanistic structures in alliance teams hinder thedevelopment of dynamic capabilities, whereas organic structures are more conducive inthese interorganizational settings
