Gudergan, SiegfriedSiegfriedGuderganDevinney, TimothyTimothyDevinneyRichter, Nicole FranziskaNicole FranziskaRichterEllis, R. SusanR. SusanEllis2019-12-122019-12-122012-10-01Long Range Planning 5-6 (45): 451-476 (2012-10-01)http://hdl.handle.net/11420/4036Based 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.en0024-630120125-6451476Allgemeines, WissenschaftJournal Article10.1016/j.lrp.2012.09.002Journal Article