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Disentangling Alliance Management Processes: Decision Making, Politicality, and Alliance Performance

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  • Jorge Walter
  • Christoph Lechner
  • Franz W. Kellermanns

Abstract

Using a sample of 106 organizations engaged in strategic alliances, we develop and test a framework of alliance-related organizational decision-making processes and their impact on alliance performance. With regard to direct effects, our results show a negative impact of decision-making recursiveness and no significant relationship for openness and procedural rationality. Acknowledging the importance of the organization's micropolitical context in which these decision processes are embedded, we also test the moderating influence of politicality. Our findings provide support for our hypotheses that in a context of low politicality, the decision-making characteristics of openness and procedural rationality have a positive influence, whereas recursiveness negatively affects alliance performance. In a context of high politicality, however, openness and procedural rationality exert a negative influence, and the negative impact of recursiveness is aggravated. We suggest that alliance-related decision making cannot be adequately understood without explicitly considering the micropolitical context in organizations. Copyright (c) Blackwell Publishing Ltd 2007.

Suggested Citation

  • Jorge Walter & Christoph Lechner & Franz W. Kellermanns, 2008. "Disentangling Alliance Management Processes: Decision Making, Politicality, and Alliance Performance," Journal of Management Studies, Wiley Blackwell, vol. 45(3), pages 530-560, May.
  • Handle: RePEc:bla:jomstd:v:45:y:2008:i:3:p:530-560
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    Cited by:

    1. Håvard Ness, 2009. "Governance, Negotiations, and Alliance Dynamics: Explaining the Evolution of Relational Practice," Journal of Management Studies, Wiley Blackwell, vol. 46(3), pages 451-480, May.
    2. Xiaowei Luo & Lina Deng, 2009. "Do Birds of a Feather Flock Higher? The Effects of Partner Similarity on Innovation in Strategic Alliances in Knowledge-Intensive Industries," Journal of Management Studies, Wiley Blackwell, vol. 46(6), pages 1005-1030, September.
    3. repec:wsi:ijimxx:v:21:y:2017:i:06:n:s1363919618500159 is not listed on IDEAS
    4. Joakim Wincent & Sergey Anokhin & Daniel Örtqvist & Erkko Autio, 2010. "Quality Meets Structure: Generalized Reciprocity and Firm-Level Advantage in Strategic Networks," Journal of Management Studies, Wiley Blackwell, vol. 47(4), pages 597-624, June.
    5. Lui, Steven S. & Wong, Yin-yee & Liu, Weiping, 2009. "Asset specificity roles in interfirm cooperation: Reducing opportunistic behavior or increasing cooperative behavior?," Journal of Business Research, Elsevier, vol. 62(11), pages 1214-1219, November.
    6. Gideon D. Markman & Donald S. Siegel & Mike Wright, 2008. "Research and Technology Commercialization," Journal of Management Studies, Wiley Blackwell, vol. 45(8), pages 1401-1423, December.
    7. repec:bpj:erjour:v:3:y:2013:i:1:p:62-83:n:2 is not listed on IDEAS
    8. Pittino, Daniel & Visintin, Francesca, 2011. "The propensity toward inter-organizational cooperation in small- and medium-sized family businesses," Journal of Family Business Strategy, Elsevier, vol. 2(2), pages 57-68, June.
    9. Ahlstrom, David & Levitas, Edward & Hitt, Michael A. & Dacin, M. Tina & Zhu, Hong, 2014. "The three faces of China: Strategic alliance partner selection in three ethnic Chinese economies," Journal of World Business, Elsevier, vol. 49(4), pages 572-585.
    10. Lai, Jung-Ho & Chang, Shao-Chi & Chen, Sheng-Syan, 2010. "Is experience valuable in international strategic alliances?," Journal of International Management, Elsevier, vol. 16(3), pages 247-261, September.

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