Success through commitment and trust: the soft side of strategic alliance management

Success through commitment and trust: the soft side of strategic alliance management This article argues that the success of international strategic alliances requires attention not only to the hard side of alliance management (e.g., financial issues and other operational issues) but, also, to the soft side. The soft side refers to the development and management of relationship capital in the alliance. Relationship capital consists of the socio-psychological aspects of the alliance that are positive and beneficial to the alliance. Two important areas of relationship capital are mutual trust and commitment. Based on our findings from two major studies of Japanese strategic alliances, we develop a dynamic model of trust and commitment based on mutual adjustments of alliance partners. We also show how the dynamics of trust and commitment affect the performance of international strategic alliances with the Japanese. The article concludes with a discussion of the managerial implications of our findings and the dynamic model. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of World Business Elsevier

Success through commitment and trust: the soft side of strategic alliance management

Journal of World Business, Volume 35 (3)

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Publisher
Elsevier
Copyright
Copyright © 2000 Elsevier Science Inc.
ISSN
1090-9516
DOI
10.1016/S1090-9516(00)00036-5
Publisher site
See Article on Publisher Site

Abstract

This article argues that the success of international strategic alliances requires attention not only to the hard side of alliance management (e.g., financial issues and other operational issues) but, also, to the soft side. The soft side refers to the development and management of relationship capital in the alliance. Relationship capital consists of the socio-psychological aspects of the alliance that are positive and beneficial to the alliance. Two important areas of relationship capital are mutual trust and commitment. Based on our findings from two major studies of Japanese strategic alliances, we develop a dynamic model of trust and commitment based on mutual adjustments of alliance partners. We also show how the dynamics of trust and commitment affect the performance of international strategic alliances with the Japanese. The article concludes with a discussion of the managerial implications of our findings and the dynamic model.

Journal

Journal of World BusinessElsevier

References

  • Trust
    Hosmer, L.T
  • Trust and distrust in organizations
    Kramer, R.M
  • Structuring cooperative relationships between organizations
    Ring, P.S; Van de Ven, A.H

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