ABSTRACT
In some way, managers need to deal with this duality and go through an interesting challenge: how to make alliances work, even if the partner is also a competitor. The way they do that—and most of all, the way they make sense of that—is a tortuous and non-linear path made of stories and narratives, fragmented ideas, and discourses which drive us to an antenarrative way of constructing reality and sensemaking.
