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Strategic and tactical alliances: Do environmental non-profits manage them differently?

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  • Polonsky, Michael Jay
  • Lefroy, Kathryn
  • Garma, Romana
  • Chia, Norman

Abstract

The effectiveness of an alliance may be influenced by a number of factors including managerial and power imbalances, conflict, organisational compatibility, prior history and the length of the relationship. While the relationships between these variables have been examined in the literature, no study to date has examined whether the perceived effectiveness of the alliance differs depending on whether the collaboration has a strategic or tactical emphasis. This study examines relationships in the context of alliances from environmental non-profit organisations’ perspectives. The findings indicate that there are differences in the factors influencing perceived alliance effectiveness and governance for tactical and strategic alliances. The implications of the findings are discussed and future research directions are identified.

Suggested Citation

  • Polonsky, Michael Jay & Lefroy, Kathryn & Garma, Romana & Chia, Norman, 2011. "Strategic and tactical alliances: Do environmental non-profits manage them differently?," Australasian marketing journal, Elsevier, vol. 19(1), pages 43-51.
    • Handle: RePEc:eee:aumajo:v:19:y:2011:i:1:p:43-51
    DOI: 10.1016/j.ausmj.2010.11.006
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    References listed on IDEAS

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    1. Maria Seitanidi & Andrew Crane, 2009. "Implementing CSR Through Partnerships: Understanding the Selection, Design and Institutionalisation of Nonprofit-Business Partnerships," Journal of Business Ethics, Springer, vol. 85(2), pages 413-429, April.
    2. Sarah Lister, 2000. "Power in partnership? An analysis of an NGO's relationships with its partners," Journal of International Development, John Wiley & Sons, Ltd., vol. 12(2), pages 227-239.
    3. Kale, Prashant & Dyer, Jeffrey & Singh, Harbir, 2001. "Value creation and success in strategic alliances:: alliancing skills and the role of alliance structure and systems," European Management Journal, Elsevier, vol. 19(5), pages 463-471, October.
    4. Reuer, Jeffrey & Zollo, Maurizio, 2000. "Managing governance adaptations in strategic alliances," European Management Journal, Elsevier, vol. 18(2), pages 164-172, April.
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    Cited by:

    1. Lefroy, Kathryn & Tsarenko, Yelena, 2014. "Dependence and effectiveness in the nonprofit-corporate alliance: The mediating effect of objectives achievement," Journal of Business Research, Elsevier, vol. 67(9), pages 1959-1966.

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