Strategic alliance termination and performance: The role of task complexity, nationality, and experience |
| |
| Authors: | William W McCutchen Jr Paul M Swamidass Bing-Sheng Teng |
| |
| Institution: | aDepartment of Management, Zicklin School of Business, Baruch College, CUNY, 17 Lexington Avenue, New York, NY 10010 United States;bThomas Walter Center for Technology Management, Tiger Drive, Room 104, Auburn University, AL 36849-5358 United States;cDepartment of Strategic Management and Public Policy, School of Business, George Washington University, 2201 G Street, NW, Washington, DC 20052 United States |
| |
| Abstract: | Fewer than 50% of strategic alliances are successful Das, T. K., & Teng, B. (2000). Instabilities of strategic alliances: An internal tensions perspective. Organization Science, 11, 77–101]. This study examines the role of task complexity, nationality, prior alliance experience, and disparity in alliance experience in strategic alliance termination and performance. Based on survey responses from 85 parties in biopharmaceutical alliances, it is found that strategic alliances are more likely to be terminated and have poor performance when they have (1) both R&D and marketing elements, (2) domestic partners, (3) limited prior strategic alliance experience, and (4) large strategic alliance experience disparity between partners. Some of the findings are new and deserve additional investigations. |
| |
| Keywords: | Alliance performance Alliance termination Task complexity Alliance experience |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
