Abstract
Purpose - The purpose of this paper is to develop a social exchange perspective of planned short-term dyadic strategic alliances. Design/methodology/approach - The article adopts a conceptual approach drawing on social exchange theory to elicit innovative conclusions about short-term dyadic strategic alliances. Findings - Finds that planned short-term dyadic strategic alliances are difficult to manage, limit social control mechanisms, limit reciprocal activity and interrupt the development of trust. Practical implications - The article can help managers and analysts working in investment banking to understand the underlying causes of alliance instability and/or failure in their industry. Originality/value - The article offers practical insights into the functioning and management of short-term dyadic alliances which will be of interest to both researchers and practising managers.
Original language | English |
---|---|
Pages (from-to) | 615-627 |
Number of pages | 13 |
Journal | Management Decision |
Volume | 44 |
Issue number | 5 |
DOIs | |
Publication status | Published - 2006 |
Keywords
- Banks
- Exchange
- Investments
- Strategic alliances