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Alliance Research: Less is More

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Author Info

  • Jean-François Hennart

Abstract

Bell et al. (2006) express dissatisfaction with academic research on alliances and suggest ways in which it could be improved. While much of the literature has delved on alliance structure, they think it should analyse processes by which alliances evolve, what they call the dynamics of cooperation. Unfortunately, they find that this literature lacks coherence and is useless to managers. I agree with them that the present dynamics of cooperation literature leaves much to be desired, but I am pessimistic as to its chances of ever providing parsimonious and managerially useful theories. Re-visiting four cases of alliance evolution that have been featured in the dynamics of cooperation literature, I show that focusing instead on alliance structure, in the broad sense of the term, is likely to yield strong testable propositions and useful managerial prescriptions. Copyright Blackwell Publishing Ltd 2006.

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Bibliographic Info

Article provided by Wiley Blackwell in its journal Journal of Management Studies.

Volume (Year): 43 (2006)
Issue (Month): 7 (November)
Pages: 1621-1628

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Handle: RePEc:bla:jomstd:v:43:y:2006:i:7:p:1621-1628

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Cited by:
  1. Jiang, Xu & Li, Yuan & Gao, Shanxing, 2008. "The stability of strategic alliances: Characteristics, factors and stages," Journal of International Management, Elsevier, vol. 14(2), pages 173-189, June.
  2. Jiang, Xu & Li, Yuan, 2008. "The relationship between organizational learning and firms' financial performance in strategic alliances: A contingency approach," Journal of World Business, Elsevier, vol. 43(3), pages 365-379, July.

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