Strategic Implications for (Non-Equity) Alliance Performance

Gudergan, S; Devinney, TM; Richter, NF; Ellis, S

Strategic Implications for (Non-Equity) Alliance Performance

Gudergan, S Devinney, TM Richter, NF Ellis, S

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Publisher:: Pergamon
Publication Type:: Journal Article
Citation:: Long Range Planning, 2012, 45 (5/6), pp. 451 - 476
Issue Date:: 2012-01

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Field	Value	Language
dc.contributor.author	Gudergan, S	en_US
dc.contributor.author	Devinney, TM	en_US
dc.contributor.author	Richter, NF	en_US
dc.contributor.author	Ellis, S	en_US
dc.date.issued	2012-01	en_US
dc.identifier.citation	Long Range Planning, 2012, 45 (5/6), pp. 451 - 476	en_US
dc.identifier.issn	0024-6301	en_US
dc.identifier.uri	http://hdl.handle.net/10453/22682
dc.description.abstract	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.	en_US
dc.publisher	Pergamon	en_US
dc.relation.ispartof	Long Range Planning	en_US
dc.relation.isbasedon	10.1016/j.lrp.2012.09.002	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Strategic Implications for (Non-Equity) Alliance Performance	en_US
dc.type	Journal Article
utslib.citation.volume	5/6	en_US
utslib.citation.volume	45	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	5/6	en_US
pubs.volume	45	en_US

Abstract:

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.

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http://hdl.handle.net/10453/22682