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Management of alliances: performance effects of project managers' participation

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  • Ricarda B. Bouncken
  • William J. Lekse

Abstract

Research on alliances has largely neglected the empowered and participating employees who bring the alliance to life and promote its success. We thus explore the performance effects through participation of project managers in alliances. Specifically, we investigate two classes of effects; primary and secondary effects. Primary effects relate to the effect of participation on the advantageous project management style. Through the project management styles, we found statistically significant implications on our secondary effects, on three dimensions of alliance performance: relational, innovation and project management. We extend the investigation of participation into the effects of exogenous and endogenous uncertainties finding that technology uncertainty has a positive relation to a more social project management style.

Suggested Citation

  • Ricarda B. Bouncken & William J. Lekse, 2010. "Management of alliances: performance effects of project managers' participation," International Journal of Business Environment, Inderscience Enterprises Ltd, vol. 3(2), pages 221-239.
    • Handle: RePEc:ids:ijbenv:v:3:y:2010:i:2:p:221-239
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