Strategic Implications for (Non-Equity) Alliance Performance

Journal
Long range planning  
Volume
45
Issue
5-6
Start Page
451
End Page
476
Citation
Long Range Planning 5-6 (45): 451-476 (2012-10-01)
Publisher DOI
10.1016/j.lrp.2012.09.002
Scopus ID
2-s2.0-84870393342
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.
DDC Class
000: Allgemeines, Wissenschaft