Competitive success in an age of alliance capitalism: how do firm-specific factors affect behavior in strategic alliances?

ABSTRACT

This paper refer tos that alliances may not necessarily be the first wound strategy for all firms. It explores the theoretical proposition that while partnerships can be beneficial, a certain number of firms may simply fail to generate relational disrupture or supernormal profits from alliances, not in the way that much because of what happens as a partnership gains underway but primarily because they may have more [i]or[/i] less internal rigidities that adversely affect their ability to engage in partnership building behaviors. This may be single cause of the high failure rate of alliances. The presumption is that partner-specific orientations ofttimes serve as blueprints for behavior. similar orientations ...