This is an important query. Put differently—and more positively—attention to the nine "areas of failure" ought to increase the chances of success of a partnership (aka "cooperative relationship"). The list seems comprehensive enough. (This said, some items are loosely defined in the sense that simple lists do not hold sufficient explanatory power for subsequent action. See, for example, "appropriate combination of resources", "human capital". Each item would be enriched by a definition of relevant associated dimensions, perhaps in the form of questions. Regarding "appropriate combinations of resources", for example, one might ask—or specify—what resources will fuel the partnership, what contributions the members will make, what are all the possible sources of funding, who will manage the cash, etc.) To the list, one might also add "structure"; and, one might reformulate "cooperative interactions" to read "governance".

Beyond listing criteria of success, rather than areas of failure, one could draw attention to the higher building blocks of partnerships, e.g., relevance, efficiency, effectiveness, impact, and sustainability (accepting however that not all partnerships need to last forever). One could also make more of the absolute need to manage, for instance in relation to focus management, leadership and coordination management, short- and long-term benefit management, risk management, and communication management.

hello,

I hope the following articles can be useful

Krumm, P. J., Dewulf, G., & De Jonge, H. (1998). Managing key resources and capabilities: pinpointing the added value of corporate real estate management. Facilities, 16(12/13), 372-379.‏

Gaggiotti, H. (2012). The rhetoric of synergy in a global corporation: Visual and oral narratives of mimesis and similarity. Journal of Organizational Change Management, 25(2), 265-282.‏

Chatterjee, S. (1986). Types of synergy and economic value: The impact of acquisitions on merging and rival firms. Strategic management journal, 7(2), 119-139.‏

Larsson, R., & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization science, 10(1), 1-26.‏

Li, S. X., & Greenwood, R. (2004). The effect of within‐industry diversification on firm performance: synergy creation, multi‐market contact and market structuration. Strategic Management Journal, 25(12), 1131-1153.‏

Good Luck

Yes, I think that because the synergy between two companies simultaneously leads to non-faltering and continuing within the changing business environment

The delay of any cooperative party leads to the delay of the other party at the time of high competitive environment