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The influence of behavioural and organisational characteristics on the success of international strategic alliances

Saleema Kauser (Executive Development Centre, Manchester Business School, Manchester, UK)
Vivienne Shaw (Department of Marketing, University of Otago, Dunedin, New Zealand)

International Marketing Review

ISSN: 0265-1335

Article publication date: 1 February 2004

Abstract

With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that behavioural characteristics play a more significant role in explaining overall alliance performance compared to organisational characteristics. High levels of commitment, trust, coordination, interdependence and communication are found to be good predictors of international strategic alliance success. Conflict, meanwhile, is found to hamper good performance. By contrast organisational characteristics such as structure and control mechanisms are found not to strongly influence the success of international strategic alliances.

Keywords

Citation

Kauser, S. and Shaw, V. (2004), "The influence of behavioural and organisational characteristics on the success of international strategic alliances", International Marketing Review, Vol. 21 No. 1, pp. 17-52. https://doi.org/10.1108/02651330410522934

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited