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Short‐term strategic alliances: a social exchange perspective

Short‐term strategic alliances: a social exchange perspective 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Short‐term strategic alliances: a social exchange perspective

Management Decision , Volume 44 (5): 13 – Jun 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740610668879
Publisher site
See Article on Publisher Site

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.

Journal

Management DecisionEmerald Publishing

Published: Jun 1, 2006

Keywords: Strategic alliances; Investments; Banks; Exchange

References