Short term strategic alliances: a social exchange perspective

Bignoux, Stephane (2006) Short term strategic alliances: a social exchange perspective. Management Decision, 44 (5). pp. 615-627. ISSN 0025-1747 (doi:10.1108/00251740610668879)

Full text is not in this repository.

Abstract

Purpose – The purpose of this paper is to develop a social exchange perspective of planned short-term dyadic strategic alliances.
Design/methodology/approach – The article adopts a conceptual approach drawing on social exchange theory to elicit innovative conclusions about short-term dyadic strategic alliances.
Findings – Finds that planned short-term dyadic strategic alliances are difficult to manage, limit social control mechanisms, limit reciprocal activity and interrupt the development of trust.
Practical implications – The article can help managers and analysts working in investment banking to understand the underlying causes of alliance instability and/or failure in their industry.
Originality/value – The article offers practical insights into the functioning and management of short-term dyadic alliances which will be of interest to both researchers and practising managers.

Item Type: Article
Research Areas: A. > Business School > International Management and Innovation
Item ID: 24427
Useful Links:
Depositing User: Stephane Bignoux
Date Deposited: 28 Jun 2018 09:28
Last Modified: 22 May 2019 10:02
URI: https://eprints.mdx.ac.uk/id/eprint/24427

Actions (login required)

Edit Item Edit Item