Dynamics of Strategic Alliance Management for Sustainability in the Wellness Business: An In-depth Analysis from the Perspective of Medical Executives
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Abstract
Most research on strategic alliances focuses on financial outcomes or consumer perspectives, lacking an in-depth understanding of the internal management dynamics of hybrid organizations, particularly in the wellness business, which must reconcile the conflict between medical standards and commercial services. This qualitative research employs a phenomenological approach, conducting in-depth interviews with five high-level medical executives from leading wellness organizations in Thailand operating under strategic alliances. The research aims to (1) study the dynamics and strategic driving factors in the formation of business alliances in the wellness industry; (2) analyze the relationship management process, conflict resolution mechanisms, and cross-functional integration from the perspective of medical executives; and (3) synthesize success models and practical guidelines for sustainability in managing wellness business networks for entrepreneurs in Thailand.
The findings reveal three key dynamic stages: (1) "From Capital to Trust," demonstrating a shift in partner selection criteria from financial factors to vision alignment; (2) "Medical Executive as Bridging Agent," revealing a new role where executives utilize joint standardization and co-creation mechanisms to mitigate institutional logic conflicts; and (3) "Ecosystem of Value," representing sustainability outcomes derived from cross-disciplinary knowledge transfer. This research synthesizes new knowledge in the form of the "3C Model" (Compatibility, Calibration, Co-evolution), expanding the Resource Dependence Theory and Institutional Logics Theory, with significant implications for developing medical leadership competencies and national wellness standard policies. This model can be applied as a Practical Framework for designing agreements and cross-sector collaboration structures to reduce failure rates and enhance the competitiveness of the Thai wellness industry.
Article history: Received 7 January 2026
Revised 10 March 2026
Accepted 13 March 2026
SIMILARITY INDEX = 0.00 %
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