Short-term strategic alliances

A social exchange perspective

Stephane Bignoux*

*Corresponding author for this work

Research output: Contribution to journalArticle

19 Citations (Scopus)

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 languageEnglish
Pages (from-to)615-627
Number of pages13
JournalManagement Decision
Volume44
Issue number5
DOIs
Publication statusPublished - 2006

Keywords

  • Banks
  • Exchange
  • Investments
  • Strategic alliances

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