Short-term strategic alliances: A social exchange perspective

Stephane Bignoux*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

22 Citations (Scopus)


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 languageEnglish
Pages (from-to)615-627
Number of pages13
JournalManagement Decision
Issue number5
Publication statusPublished - 2006


  • Banks
  • Exchange
  • Investments
  • Strategic alliances


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