Home > Research > Publications & Outputs > Strategic Alliance Performance: Structural and ...
View graph of relations

Strategic Alliance Performance: Structural and Behavioural Factors

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

Published

Standard

Strategic Alliance Performance: Structural and Behavioural Factors. / Rinfret, Louis; Brown, David; Clarke, Ian .

2010. Paper presented at Strategic Management Society , Rome , Italy.

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

Harvard

Rinfret, L, Brown, D & Clarke, I 2010, 'Strategic Alliance Performance: Structural and Behavioural Factors', Paper presented at Strategic Management Society , Rome , Italy, 9/08/10.

APA

Rinfret, L., Brown, D., & Clarke, I. (2010). Strategic Alliance Performance: Structural and Behavioural Factors. Paper presented at Strategic Management Society , Rome , Italy.

Vancouver

Rinfret L, Brown D, Clarke I. Strategic Alliance Performance: Structural and Behavioural Factors. 2010. Paper presented at Strategic Management Society , Rome , Italy.

Author

Rinfret, Louis ; Brown, David ; Clarke, Ian . / Strategic Alliance Performance: Structural and Behavioural Factors. Paper presented at Strategic Management Society , Rome , Italy.

Bibtex

@conference{f518e88bd9614338a5de426ad52d2278,
title = "Strategic Alliance Performance: Structural and Behavioural Factors",
abstract = "This paper explores the extent to which core elements of partner organizations{\textquoteright} micro-contexts shape the development of strategic alliances. It extends prior research, which has largely been concerned with alliance-specific variables such as their initial structure and {\textquoteleft}best practices{\textquoteright}. Extant research has typically underplayed broader micro-level elements, particularly those of a psycho-sociological nature. Leveraging a longitudinal case study of a major alliance in the high-tech industry we develop an alternative perspective to mainstream alliance research. We suggest that in order to evolve alliance theory must encompass elements broader than those specifically related to alliances themselves since alliances do not evolve in isolation from organizations{\textquoteright} idiosyncratic micro-contexts and managers{\textquoteright} behavior, but are rather significantly shaped by them. Implications for research and practice are discussed.",
keywords = "Strategic alliance performance , micro-level, management",
author = "Louis Rinfret and David Brown and Ian Clarke",
year = "2010",
month = sep,
day = "15",
language = "English",
note = "Strategic Management Society ; Conference date: 09-08-2010",

}

RIS

TY - CONF

T1 - Strategic Alliance Performance: Structural and Behavioural Factors

AU - Rinfret, Louis

AU - Brown, David

AU - Clarke, Ian

PY - 2010/9/15

Y1 - 2010/9/15

N2 - This paper explores the extent to which core elements of partner organizations’ micro-contexts shape the development of strategic alliances. It extends prior research, which has largely been concerned with alliance-specific variables such as their initial structure and ‘best practices’. Extant research has typically underplayed broader micro-level elements, particularly those of a psycho-sociological nature. Leveraging a longitudinal case study of a major alliance in the high-tech industry we develop an alternative perspective to mainstream alliance research. We suggest that in order to evolve alliance theory must encompass elements broader than those specifically related to alliances themselves since alliances do not evolve in isolation from organizations’ idiosyncratic micro-contexts and managers’ behavior, but are rather significantly shaped by them. Implications for research and practice are discussed.

AB - This paper explores the extent to which core elements of partner organizations’ micro-contexts shape the development of strategic alliances. It extends prior research, which has largely been concerned with alliance-specific variables such as their initial structure and ‘best practices’. Extant research has typically underplayed broader micro-level elements, particularly those of a psycho-sociological nature. Leveraging a longitudinal case study of a major alliance in the high-tech industry we develop an alternative perspective to mainstream alliance research. We suggest that in order to evolve alliance theory must encompass elements broader than those specifically related to alliances themselves since alliances do not evolve in isolation from organizations’ idiosyncratic micro-contexts and managers’ behavior, but are rather significantly shaped by them. Implications for research and practice are discussed.

KW - Strategic alliance performance

KW - micro-level

KW - management

M3 - Conference paper

T2 - Strategic Management Society

Y2 - 9 August 2010

ER -