Short term strategic alliances: a social exchange perspective

Article


Bignoux, S. 2006. Short term strategic alliances: a social exchange perspective. Management Decision. 44 (5), pp. 615-627. https://doi.org/10.1108/00251740610668879
TypeArticle
TitleShort term strategic alliances: a social exchange perspective
AuthorsBignoux, S.
Abstract

Purpose – The purpose of this paper is to develop a social exchange perspective of planned short-term dyadic strategic alliances.
Design/methodology/approach – The article adopts a conceptual approach drawing on social exchange theory to elicit innovative conclusions about short-term dyadic strategic alliances.
Findings – Finds that planned short-term dyadic strategic alliances are difficult to manage, limit social control mechanisms, limit reciprocal activity and interrupt the development of trust.
Practical implications – The article can help managers and analysts working in investment banking to understand the underlying causes of alliance instability and/or failure in their industry.
Originality/value – The article offers practical insights into the functioning and management of short-term dyadic alliances which will be of interest to both researchers and practising managers.

PublisherEmerald
JournalManagement Decision
ISSN0025-1747
Publication dates
Print01 Jun 2006
Publication process dates
Deposited28 Jun 2018
Accepted05 Feb 2006
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1108/00251740610668879
LanguageEnglish
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