Factors influencing partner selection in strategic alliances: the moderating role of alliance context

The growth of alliances has generated considerable interest in this topic among both academics and practitioners. While multiple factors may affect alliance success, partner selection emerges as one of the most influential. Previous studies on alliances present general models that assume the factors...

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Bibliographic Details
Published in:Strategic management journal 2008-05, Vol.29 (5), p.471-494
Main Authors: Shah, Reshma H., Swaminathan, Vanitha
Format: Article
Language:English
Subjects:
Airlines
Alliances
Business management
Business networks
Business partnership
Business studies
commitment
complementarity
Control theory
Corporate strategies
Criteria
Financial management
International alliances
Interpretability
Management science
Management theory
Marketing
partner selection
Partnering
Process management
Property trusts
Relationship marketing
strategic alliances
Studies
trust
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Summary:The growth of alliances has generated considerable interest in this topic among both academics and practitioners. While multiple factors may affect alliance success, partner selection emerges as one of the most influential. Previous studies on alliances present general models that assume the factors (e.g., trust, commitment, complementarity, financial payoff) that drive partner attractiveness and, in turn, the likelihood of selection, are consistent across varying alliance projects and situations. In contrast, the present study proposes a contingency approach grounded in management control theory that suggests the criteria managers use in choosing alliance partners will vary by alliance project type. Specifically, it introduces a framework that addresses when and why managers select partners with certain, specific characteristics. The results of the present study strongly support hypotheses that the critical criteria for assessing alliance partner attractiveness and selection vary depending on the differential levels of process manageability and outcome interpretability inherent in a strategic alliance. Implications for theory and practice are discussed.
ISSN:0143-2095
1097-0266
DOI:10.1002/smj.656