ABSTRACT
This study explores strategic alliances in the Indonesian construction sector, especially in terms of the impacts of the learning process and entrepreneurial orientation in their alliance organizations. The study aims to provide insights concerning the critical part of the learning process in the organization, which is implemented in four procedures: articulation, codification, sharing, and internalization. This is to guarantee that the motivation behind the establishment of an alliance can be fulfilled and that it will gain a competitive advantage. Moreover, this study will also give an outline of the entrepreneurial orientation that is required to change operational propensities or routines that are instilled inside the rigid structure of the organization, and thus, can overcome the issue of inertia by creating initiatives, implementing higher risk-taking and becoming more proactive in entering the new market. A survey with 62 respondents, representing alliances in construction companies in Jakarta, is conducted. The survey data is analyzed using structural equation modeling, and the results show that the alliance learning process and entrepreneurial orientation influence alliance performance.
