Strategic Implications for (Non-Equity) Alliance Performance

Gudergan, Siggi, Devinney, Timothy, Richter, Nicole Franziska, and Ellis, R. Susan (2012) Strategic Implications for (Non-Equity) Alliance Performance. Long Range Planning, 45 (5-6). pp. 451-476.

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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.

Item ID: 75403
Item Type: Article (Research - C1)
ISSN: 1873-1872
Copyright Information: © 2012 Elsevier Ltd. All rights reserved.
Funders: Australian Research Council (ARC)
Projects and Grants: ARC LP0349385
Date Deposited: 20 Jan 2023 06:08
FoR Codes: 35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350718 Strategy @ 100%
SEO Codes: 15 ECONOMIC FRAMEWORK > 1503 Management and productivity > 150306 Technological and organisational innovation @ 100%
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