Strategic technology alliance termination: An empirical investigation
Journal of Engineering and Technology Management
Process Capabilities and Value Generation in Alliance Portfolios
Organization Science
Culture Clash: The Costs and Benefits of Homogeneity
Management Science
The antecedent factors on trust and commitment in supply chain relationships
Computer Standards & Interfaces
Information Systems Research
Journal of Global Information Management
Interorganizational information systems visibility and supply chain performance
International Journal of Information Management: The Journal for Information Professionals
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Empirical research indicates that more than half of strategic alliances fail, and the outcomes of alliance failure can be devastating. Despite the increased concern about managing strategic alliances, the field still lacks a theoretical framework to describe the conditions and dynamics leading to the failure of strategic alliances. This paper attempts to distill, derive, and integrate theories across different disciplines into a unified framework that offers a better understanding of alliance failure. The conceptual framework focuses on two primary sources of alliance failure: interfirm rivalry and managerial complexity. We propose that strategic alliances fail because of the opportunistic hazards as each partner tries to maximize its own individual interests instead of collaborative interests. Also, strategic alliances fail because of the difficulties in coordinating two independent firms (i.e., coordination costs), and in aligning operations at the alliance level with parent firms' long-term goals (i.e., agency costs). The paper extends the theoretical framework by looking into a process model of alliance development and failure.