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Strategic Alliances between SMEs and Large Firms: An Exploration of the Dynamic Process

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Author Info

  • Senad Rothkegel

    ()
    (University of Auckland Business School, Department of Management and Employment Relations)

  • Ljiljana Erakovic

    ()
    (University of Auckland Business School, Department of Management and Employment Relations)

  • Deborah Shepherd

    ()
    (University of Auckland Business School, Department of Management and Employment Relations)

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    Abstract

    This paper explores the dynamics in strategic alliances between small and medium sized enterprises (SMEs) and large organisations (corporates). Despite the volumes written on this subject, few studies take into account this context of inter-organisational relationships. The dynamics in strategic partnerships between small and large organisations are potentially multifaceted and fraught with complexities and contradictions. The partner organisations bring diverse interests and resources to the strategic partnerships and these affect the dynamics of their relationships. Using the literature on strategic alliances, this article examines four such strategic partnerships in New Zealand. Results show that in order to increase the likelihood of successful collaboration, the alliance partners must understand the importance of building trust and a shared alliance purpose, and both of these must be communicated effectively at executive and operational levels.

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    Bibliographic Info

    Article provided by Rainer Hampp Verlag in its journal Management Revue - The international Review of Management Studies.

    Volume (Year): 17 (2006)
    Issue (Month): 1 ()
    Pages: 50-71

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    Handle: RePEc:rai:mamere:1861-9908_mrev_2006_01_rothkegel

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    Related research

    Keywords: Strategic Alliances; SMEs; Trust; Commitment; New Zealand;

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    Cited by:
    1. Sylvaine Mercuri & Maha Raïs, 2010. "Alliance stratégique entre PME et Grande Firme Internationale : Quel rôle pour le middle manager ?," Post-Print halshs-00692411, HAL.

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