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Short‐term strategic alliances: a social exchange perspective

Stephane Bignoux (Macquarie University, Sydney, Australia)

Management Decision

ISSN: 0025-1747

Article publication date: 1 June 2006

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.

Keywords

Citation

Bignoux, S. (2006), "Short‐term strategic alliances: a social exchange perspective", Management Decision, Vol. 44 No. 5, pp. 615-627. https://doi.org/10.1108/00251740610668879

Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited