Strategic Implications for (Non-Equity) Alliance Performance
Journal Publication ResearchOnline@JCUAbstract
Based on data from two separate cross-industry samples, we offer empirical support for a theoretic framework that explains an important set of antecedents to alliance performance. Our findings suggest that capability complementarity and investment in the alliance — via their influence on the development of competitive capabilities — as well as implementation effort, are important elements that ultimately affect the success of the partnership. Furthermore, our findings confirm that it is not only the generation of quasi-rents but the generation of Schumpeterian rents that have an impact on performance in non-equity alliances. This is seen in the relationship between alliance performance and the capacity of the alliance to change and innovate in a strategically flexible manner.
Journal
Long Range Planning
Publication Name
N/A
Volume
45
ISBN/ISSN
1873-1872
Edition
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Issue
5-6
Pages Count
26
Location
N/A
Publisher
Elsevier
Publisher Url
N/A
Publisher Location
N/A
Publish Date
N/A
Url
N/A
Date
N/A
EISSN
N/A
DOI
10.1016/j.lrp.2012.09.002