The dynamics of global alliance networks can be analyzed in numerous ways. We have chosen to approach it in terms of alliance stability. Although increasing academic attention has been devoted to the alliance dynamics field, the majority of prior research has neither contributed to a coherent knowledge foundation(an academic gap) nor provided adequate answers to managerial questions(a managerial relevance gap). We respond to their call for research by developing an integrated process model that integrates various studies on alliance stability. The primary tasks were (1) to characterize and conceptualize the stability concept to fill the academic gap, and (2) to identify critical endogenous factors underlying alliance stability over the different developmental stages to fill the managerial gap. Knowledge acquired in this paper is also expected to offer alliance managers and practitioners some valuable implications as they strive for stable and successful collaborative relationships. As one of the basic arguments, stability has been viewed as a necessary condition for the achievement of collaborative objectives. When firms form, implement, adjust and evaluate their alliances, they should have the goal of stability in mind. At the same time, management should be in a position to determine the specific actions needed for stability at any given moment in the alliance's lifetime.