Home > Research > Publications & Outputs > Strategic Alliance performance: Economic Logic ...
View graph of relations

Strategic Alliance performance: Economic Logic or Sensemaking?

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

Published

Standard

Strategic Alliance performance: Economic Logic or Sensemaking? / Brown, David; Rinfret, Louis; Clarke, Ian.

2011. Paper presented at Academy of Management Conference, San Antonio, United States.

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

Harvard

Brown, D, Rinfret, L & Clarke, I 2011, 'Strategic Alliance performance: Economic Logic or Sensemaking?', Paper presented at Academy of Management Conference, San Antonio, United States, 7/08/11.

APA

Brown, D., Rinfret, L., & Clarke, I. (2011). Strategic Alliance performance: Economic Logic or Sensemaking?. Paper presented at Academy of Management Conference, San Antonio, United States.

Vancouver

Brown D, Rinfret L, Clarke I. Strategic Alliance performance: Economic Logic or Sensemaking?. 2011. Paper presented at Academy of Management Conference, San Antonio, United States.

Author

Brown, David ; Rinfret, Louis ; Clarke, Ian. / Strategic Alliance performance: Economic Logic or Sensemaking?. Paper presented at Academy of Management Conference, San Antonio, United States.

Bibtex

@conference{292af39fbbc348b283225111532d3d93,
title = "Strategic Alliance performance: Economic Logic or Sensemaking?",
abstract = "This paper examines micro-level socio-psychological factors that shape theperformance of strategic alliances. We use sensemaking theory to discuss theimportance of these factors in complement to extant alliance theory, which has largely been rooted in economic logic with a particular concern for issues at the interstice of organizations, such as those of trust and control. Using the longitudinal case of a major strategic alliance in the information and communications technology sector we demonstrate that while economics and relational issues matter, this framework is insufficiently robust to explain alliances{\textquoteright} formation and evolution. This is in part due to the fact that inter-organizational activity is derived from processes operating within each partner firm{\textquoteright}s micro-context. Managerial sensemaking is at the core of these processes and it represents an important area of focus to surface overlooked structural and behavioral factors influencing the performance of strategic alliances.",
keywords = "Strategic international alliances, sensemaking, management",
author = "David Brown and Louis Rinfret and Ian Clarke",
year = "2011",
month = aug,
day = "15",
language = "English",
note = "Academy of Management Conference ; Conference date: 07-08-2011",

}

RIS

TY - CONF

T1 - Strategic Alliance performance: Economic Logic or Sensemaking?

AU - Brown, David

AU - Rinfret, Louis

AU - Clarke, Ian

PY - 2011/8/15

Y1 - 2011/8/15

N2 - This paper examines micro-level socio-psychological factors that shape theperformance of strategic alliances. We use sensemaking theory to discuss theimportance of these factors in complement to extant alliance theory, which has largely been rooted in economic logic with a particular concern for issues at the interstice of organizations, such as those of trust and control. Using the longitudinal case of a major strategic alliance in the information and communications technology sector we demonstrate that while economics and relational issues matter, this framework is insufficiently robust to explain alliances’ formation and evolution. This is in part due to the fact that inter-organizational activity is derived from processes operating within each partner firm’s micro-context. Managerial sensemaking is at the core of these processes and it represents an important area of focus to surface overlooked structural and behavioral factors influencing the performance of strategic alliances.

AB - This paper examines micro-level socio-psychological factors that shape theperformance of strategic alliances. We use sensemaking theory to discuss theimportance of these factors in complement to extant alliance theory, which has largely been rooted in economic logic with a particular concern for issues at the interstice of organizations, such as those of trust and control. Using the longitudinal case of a major strategic alliance in the information and communications technology sector we demonstrate that while economics and relational issues matter, this framework is insufficiently robust to explain alliances’ formation and evolution. This is in part due to the fact that inter-organizational activity is derived from processes operating within each partner firm’s micro-context. Managerial sensemaking is at the core of these processes and it represents an important area of focus to surface overlooked structural and behavioral factors influencing the performance of strategic alliances.

KW - Strategic international alliances

KW - sensemaking

KW - management

M3 - Conference paper

T2 - Academy of Management Conference

Y2 - 7 August 2011

ER -