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Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives

Research output: Contribution to conference - Without ISBN/ISSN Conference paper

Published

Standard

Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives. / Brown, David; Rinfret, Louis; Clarke, Ian .

2010. Paper presented at Academy of Management Conference, Edinburgh, United Kingdom.

Research output: Contribution to conference - Without ISBN/ISSN Conference paper

Harvard

Brown, D, Rinfret, L & Clarke, I 2010, 'Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives', Paper presented at Academy of Management Conference, Edinburgh, United Kingdom, 13/09/00 - 15/09/00.

APA

Brown, D., Rinfret, L., & Clarke, I. (2010). Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives. Paper presented at Academy of Management Conference, Edinburgh, United Kingdom.

Vancouver

Brown D, Rinfret L, Clarke I. Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives. 2010. Paper presented at Academy of Management Conference, Edinburgh, United Kingdom.

Author

Brown, David ; Rinfret, Louis ; Clarke, Ian . / Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives. Paper presented at Academy of Management Conference, Edinburgh, United Kingdom.

Bibtex

@conference{aac1b701432943378b1529f977cb0ab5,
title = "Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives",
abstract = "This paper introduces a framework for understanding managers{\textquoteright} perspectives of strategic alliances. It complements extant literature on alliance performance, which has largely focused on firm and dyad levels of analysis. Such approaches have typically neglected what managers actually think about alliances in favor of approximations derived from economic logic. To address this shortfall our study adopts a micro-level of analysis centered on the individual alliance stakeholder as its unit of analysis. We examine alliances from the view point of those participating in them and inductively develop a framework that highlights the complexity and plurality of alliance evaluations in practice. A set of eight exogenous factors influencing managers{\textquoteright} perspectives of alliances is derived from this exercise and the framework is applied to the case of a major partnership. The case surfaces the diversity of views that exist within partner organizations and the multi-faceted nature of managers{\textquoteright} perspectives on alliances. Recommendations for future research are elaborated in light of these observations.",
author = "David Brown and Louis Rinfret and Ian Clarke",
year = "2010",
month = aug
day = "13",
language = "English",
note = "Academy of Management Conference ; Conference date: 13-09-2000 Through 15-09-2000",

}

RIS

TY - CONF

T1 - Strategic Alliance Evaluations: A Framework for Understanding managers Perspectives

AU - Brown, David

AU - Rinfret, Louis

AU - Clarke, Ian

PY - 2010/8/13

Y1 - 2010/8/13

N2 - This paper introduces a framework for understanding managers’ perspectives of strategic alliances. It complements extant literature on alliance performance, which has largely focused on firm and dyad levels of analysis. Such approaches have typically neglected what managers actually think about alliances in favor of approximations derived from economic logic. To address this shortfall our study adopts a micro-level of analysis centered on the individual alliance stakeholder as its unit of analysis. We examine alliances from the view point of those participating in them and inductively develop a framework that highlights the complexity and plurality of alliance evaluations in practice. A set of eight exogenous factors influencing managers’ perspectives of alliances is derived from this exercise and the framework is applied to the case of a major partnership. The case surfaces the diversity of views that exist within partner organizations and the multi-faceted nature of managers’ perspectives on alliances. Recommendations for future research are elaborated in light of these observations.

AB - This paper introduces a framework for understanding managers’ perspectives of strategic alliances. It complements extant literature on alliance performance, which has largely focused on firm and dyad levels of analysis. Such approaches have typically neglected what managers actually think about alliances in favor of approximations derived from economic logic. To address this shortfall our study adopts a micro-level of analysis centered on the individual alliance stakeholder as its unit of analysis. We examine alliances from the view point of those participating in them and inductively develop a framework that highlights the complexity and plurality of alliance evaluations in practice. A set of eight exogenous factors influencing managers’ perspectives of alliances is derived from this exercise and the framework is applied to the case of a major partnership. The case surfaces the diversity of views that exist within partner organizations and the multi-faceted nature of managers’ perspectives on alliances. Recommendations for future research are elaborated in light of these observations.

M3 - Conference paper

T2 - Academy of Management Conference

Y2 - 13 September 2000 through 15 September 2000

ER -