Objective: Develop a conceptual framework of how relational capability is developed in the context of strategic partnerships, considering managerial competencies as important antecedents of this capability.
Design/methodology/approach: The study is based on ideas and theoretical assumptions that have significant importance in the definition and construction of the concepts discussed in this analysis. The literature review was based on the reading, analysis, and registration of national and international articles that enabled the discussion of points of intersection of the theme of strategic partnerships, relational capability, and managerial competencies. Finally, it presents a research agenda with emerging questions.
Results: The conceptual model developed proposes the manager's actions based on their characteristics that involve experience, training, cognition, and behavior. Aspects of senior management's intellectuality and conduct have been positively related in the literature to business models and to the company's ability to relate to other agents in the business ecosystem of which it is part. It is suggested that the manager's knowledge, skills, and characteristics are necessary to promote actions between partner companies to detect and develop new business opportunities.
Originality: The study proposes a structure of the components of managerial competencies in the development of relational capability, necessary for strategic partnerships between companies. The proposed structure presents contributions to the concept of relational capability and its role in the business performance of partner companies and adds the interaction between the individual and organizational dimensions necessary for the performance of partner companies.
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