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

Listed author(s):
  • 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)

Registered author(s):

    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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    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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    Order Information: Postal: Rainer Hampp Verlag, Journals, Vorderer Lech 35, 86150 Augsburg, Germany. A subscripton is required to access pdf files. Pay per article is available at
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